Hey – Rob here.

In less than 24 hours, 43 people have joined our upcoming panel on how to drop killer workshops. I think we'll get to 90+. I'm capping it at 100.

​You should join us here.

I've been fascinated by workshops because I've come to believe strategy is a team sport. Our job is to be a manager and playmaker simultaneously.

This doesn't always land well with people, because there's this myth that strategy is best done in isolation, through deep work. And in parts, sure.

My experience? Here's what I see more and more:

• Clients need to get going before having perfect information
• Internal stakeholders should speak more regularly, but they don't
• Pitches get won by demonstrating chemistry as much as capability
• A shared setting is how people feel involved and buy into things
• There's too much damn information floating around the business

In situations like these, we can do one of two things:

1. Moan about the ideal world that never was
2. Learn to work with what we've got in front of us

These are just a few of the use cases where a workshop, either internal or external, can work wonders in getting people committed to a shared view.

In fact, I believe commitment, and conviction, are the spiritual successors of 'being smart'. The shared conviction to make good enough decisions in time will beat an individual's perfect plan that gets shipped far too late.

80% quality in 50% of the time, if you will. Call it defeatism. I say realism.

I hope you'll join me, Amber Smith, Erika Brenner and Nicole Ingra on February 26th to go deep on this stuff. There will be plenty of stories, lived experiences and practical wisdom. Stuff AI will always struggle to replace.

​Get that 44th spot.

Keep swimming,

Rob