Hi Reader, this week I had a meeting with my CEO, the operations and business development manager, my marketing, sales, advertising and accounting department. Things went a bit off track, and the staff are needing to pivot in a way that brings better results and outcomes.

The current activities that the staff are engaged in, are not bringing in the sales as needed. So, this meeting was essential, especially (a) to prepare for the final quarter of the year and (b) in light of new challenges that presented in this current quarter. We had to go to the drawing board.

I was so avoiding this particular meeting. It was so funny to see my stalling tactics, which included taking my time to complete other tasks that did not need to be completed straight away. This is by the way, how I contributed to engaging in un-aligned activities. I knew what was coming, so I was delaying as much as I could – until I couldn’t.

Any who; welcome Reader to your weekly email with quick, well researched and impactful advice; easily actionable tools and resources; helping you, as a deeply aware and conscious leader, business owner & entrepreneur; outwardly Live, Lead and run your Business from a more meaningful and purposeful space. This is the work of Visionary Leaders.

So why was this all so funny, yet necessary?

Because as a solo-preneur, I am all of the above positions. I have these meetings with myself so I can look at all aspects of my life, which is my business.

• The CEO was asking the hard questions.
• The Accountant was working at holding it together. They were triggered quite a bit and looked quite frazzled.
• The Advertising, Sales and Marketing team have been working hard but their activities have not been bringing in the outcomes as required by the business. They have been directed by the CEO to redress their activities, or we might have to let them go so we can bring those who can show results in the form of more clients and revenue.
• The Operations and Business Development Manager is very quiet in this meeting today.

Looking after the people we serve

The CEO is concerned about the Operations and Business Development (OPB) Manager (also me). The frequent ongoing discussions that the CEO has with them, have revealed the intensity of the workload they are faced with.

They have been working flat out, and so the CEO is deliberate in being fully present for them so they can keep going strong. At the moment the CEO is giving the OBP Manager flexibility in their work schedule because this has shown to help them thrive, increase their performance and impact.

The OBP Manager’s housing situation has also been remedied, with the accounts department having negotiated a good deal for them. Housing is important for the OBP Manager, as they need a curated space for them to enhance their creative abilities in service to their needs and that of the company.

Celebrating wins and speaking up

The Accounts department, they have had several other wins this month. They managed to remove a huge business expense from a virtual office contract that was supposed to be renewed this week, and they made some really good suggestions on how they can stretch the budget a little further, giving the business breathing room to expand and grow.

They had also taken the bulk of the business networking this quarter, and so they asked this to be passed on to and shared between the OBP Manager and the CEO so that they could concentrate on their core work without distraction. The CEO obliged.

What was missing from the bulk of the meeting’s agenda?

This meeting was held with the intention of planning the way forward. An account on what each department was focused on was made, with a review of the activities that they each participated in, in the past. These then made it easier for each department to realign its current activities to regain equilibrium.

The challenge was that the previous strategy was short sited, and a number of things had changed. The CEO, always thinking on a grander scale congratulated everyone for their suggestions on coming back to equilibrium, and as a shift toward intentional growth, made it clear that each department has to move away from forecasting, because this hasn’t worked for us this year, and move toward back-casting.

Everyone is to go back to their offices and use one of the company’s frameworks (the Actionable Strategy), to create a focused and clear strategy, with a re-focus on back-casting.

What is the difference?

Forecasting is premised on predicting future events or values based on current, historical data and established trends to get us moving forward.

Back-casting is a strategic planning method that starts with a desired future outcome and works backward to determine the steps, actions, and resources needed to achieve it.

Back-casting for our organization, allows us to dream bigger for both our organization and the people in it. With our dreams in hand or the outcomes we would like, we start tracing back all the steps, and actions, and resources we need to achieve our desired future.

This scales up our thinking, our mindset, and therefore our actions. It positions us very well to Blitzscale when we are ready (something we teach our clients within our Main Conscious Leadership ~ Lead from Within Mastery Programs).

The team was given 5 days to not only have created the back-casting plan but have put supporting systems in place. Their work is in using one of the other main frameworks that the organization developed, i.e. the Mutedzi 3D Protocol, to:

1. Define with absolute clarity the purpose, vision and values of each department are, in alignment with that of the whole organization.
2. Design roadmaps and systems that help you achieve those goals, by outlining the actual mission based activities with available resources and timelines for each activity.
3. Display the actual activities they are going to be involved, each day to stay on track.

It’s quite a bit of work, especially seeing that they still have to continue on with current work at hand, tweaking as they go along as well. But it is all needed – urgently.

Key Takeaways for Conscious Leaders

1. Notice avoidance patterns: Sometimes we delay or distract ourselves with unaligned tasks because we know difficult but necessary decisions are waiting. Awareness of this tendency helps us face what truly matters.
2. Run “department meetings” with yourself: Even as a solo-preneur, you wear multiple hats. Regularly review each “department” of your business (CEO, Marketing, Finance, Operations, etc.) to check alignment, celebrate wins, and address misaligned activities.
3. Shift from forecasting to back-casting: Instead of predicting the future from past trends, start with your boldest vision and work backward to identify the exact steps, resources, and systems needed to get there.
4. Prioritize alignment and wellbeing: Your leadership must include caring for yourself (and your team) as much as the work. Flexibility, curated environments, and addressing personal needs are not distractions - they are essential for sustainable performance.
5. Use clear frameworks for execution: Leverage tools like the Mutedzi 3D Protocol and the Actionable Strategy frameworks to keep strategies practical and actionable. Clarity of purpose + structured systems + daily aligned action = meaningful growth.

How I can help you

If you are a Leader, a CEO or founder feeling the stretch between your bold vision and the daily grind, you don’t have to carry it alone. I help leaders like you turn big visions into clear strategies, agile systems, and purposeful growth.

On top of that, I help them align their own true and individual values and purpose to that of their roles, so that they are more impactful in all they do. Reach out, I would love to explore how we can make that happen for you. You can do so, by Applying Right Here to have an initial call with me.​

In the meantime, if you have any questions related to the above, just hit reply to this email. I personally respond to all of my emails.