Are tactics getting in the way of your business growth?

Hey there,

One of the most common reasons my proposals get rejected is the same reason I lose sleep at night. It’s, “This sounds great, but we just need [insert tactic like website, logo, blog post] and will figure out strategy later.”

The thought of someone wasting time, energy, and so much money on a tactic that doesn’t support (or even connect to) their bigger business model and brand makes my pulse quicken—and not in a good way.

When I met business and operations strategist Jessica Lackey earlier this year, we instantly connected on the bigger picture—the deeper foundations, if you will. We were both fed up with the same tired advice, and I knew right away I’d met a gem of a human.

I’m very excited to share my recent conversation with Jessica about all things business foundations, Miley Cyrus, and, of course, her new book.

Enjoy!

Let’s kick things off with a fun one! If your brand were an animal, what would it be?

My brand isn't an animal—it's a tree.

Okay, plot twist!

A big oak tree that grows strong, stays steady, and supports the ecosystem around it. I'm not an animal person, but my whole brand is plants.

When we first met, we may not have related on the animal person thing (huge animal person here, obviously), but we really vibed. I thought to myself, “Jessica is the real deal!” Everyone I know who’s worked with you is out here doing the damn thing and has a really solid foundation for how they’re running their business.

So tell me about your approach to business growth strategy and how you found this path.

I call my work the "unsexy steps to very sexy stability." My approach is about building business foundations as part of a holistic system, not teaching tactics in isolation. Most programs teach you what to do, but very few teach you how those tactics hold together or what implementing one strategy means for everything else.

I found this path after trying every business model (consultant, fractional COO, advisor, cohorts, launches) and learning from so many people about how to build them. Everyone taught tactics, but I was only successful when I focused on foundational structures and systems. So I applied my corporate experience from Nike, Harvard Business School, and McKinsey to service-based businesses.

Hell yes—foundations before tactics. This is something a lot of folks who are thinking about branding miss, too.

From your perspective, what are the most critical elements of a strong foundation that too many entrepreneurs overlook?

There are three big misalignments I see constantly:

First, misaligned offers and pricing. People want to launch something low-cost and short, but they don't have a big enough audience for that to work. Or, with a given offer, you’re priced out of reach for the current network that you have access to.

Second, marketing that doesn't match the business model. If you only need to sell one to three big consulting packages a year, you don't need a weekly newsletter. You need to be in enough conversations with the right people. But everyone thinks they need to post on social media daily when really, they need a sales process. There's a huge difference.

Third, missing rhythms that create results over time. As a solo or small business, there's always more to do than fits in a week. The question becomes: Which activities actually build on each other? Which ones create momentum that lasts? Because not all work is equal. You need to understand what to prioritize so every move you make has more power.

For us who wear the strategy hat, it seems obvious that the foundations come first, but unfortunately, that’s not always the case. What do you think makes the tactics so appealing—and what’s the cost of leaning into them too soon?

Tactics are short, sweet, easy to understand, and measurable. But we're in a world where tactics don't work like they used to. When the market was less saturated, you could post three times a week and get clients. Not anymore.

Preach!

Tactics keep you busy without building anything that lasts. You're staying busy at the surface instead of building the deeper foundations that compound. And many tactics let you hide behind your screen. Building real foundations means doing the hard stuff we want to avoid—network building, sales conversations, putting your ideas out there—more often and for way longer than you think before you see results.

If a business owner came to you today, what early red flags would tell you they’ve skipped the hard parts and are headed for trouble?

Vague messaging. If you’re trying to speak to everyone, it means you’re speaking to no one.

YUP!

In my experience, clear and distinct messaging emerges after a ton of conversations and content, and intentionally sharpening your point of view over time.

100% agree! What else?

Not actively building their network. Building your reputation takes a long time—that's why collaborations matter. You can't just rely on people finding you through content and word of mouth. That can work over time, but it's slow. You have to be intentional about building relationships that lead to referrals and clients.

I see this second one a lot, too. And it’s always so funny to me, because a lot of my clients are people people! They’ve actually got so many connections and strong relationships, but are afraid to ask them for support (or don’t know how to).

So you released a book this fall, Leaving the Casino: Stop Betting on Tactics and Start Building a Business That Works. Congrats! How did the idea for the book come about?

I was so frustrated by bad advice when I started. I came into the entrepreneurship space learning from people who claimed to be ethical, and what they were teaching me didn't apply to my business. I felt like I was in the Entrepreneurial Casino, spending money on dreams where someone else got the payday.

They'd say things like "market through a launch model"—but I don't launch. Or "at 100K, hire your first full-time employee"—but that completely ignores your profit margins and business model. Or “charge your worth”—what does that even mean?

~nods along in agreement~

There was no book that said, "Here's what you actually need to know to build your business, and here's what people aren't telling you." Most business books talk about the why and maybe the what, but very few explain the how—the real implementation details. I wanted to write a reference guide that people could actually use.

Did you have any a-ha moments from writing the book that made you look at your own business differently?

After two-plus years of being deep in these frameworks, I realized I'm now reaching people who are brand-new to them and who haven’t been on my journey, which means I need a slightly different offer suite. 

I describe it this way: I'm out in the wilderness, past the Entrepreneurial Casino, where the sustainable work happens. My job now is to create a clear path that says, "Come in, it's safe here," and shows people exactly how to get here step by step. Not shortcuts, but the consistent work that builds real results over time.

And speaking of consistent (and hard!) work—I used to be a spin instructor. My brain thinks in soundtracks. If your business had a karaoke song, what would it be?

"The Climb" by Miley Cyrus. If you don't enjoy the work of being an entrepreneur and just want the result, you're going to be disappointed. It doesn't always work out how we think. There's always another mountain to climb.

If you aren’t interested in the craft of entrepreneurship and are only interested in the outcome, it's a really hard road. The people who thrive enjoy the process and find meaning in the journey itself.

OOH! That’s going to be stuck in my head all week…and I’m not mad about it.

If folks want to work with you or just soak in some of your knowledge, where should they connect?

You can connect on my website, where you’ll also find a free email course, Predictable Revenue Roadmap. You can also buy my book, Leaving the Casino: Stop Betting on Tactics and Start Building a Business That Works.

Thank you, Jessica! And thank you for following along!