Sharp Leadership Principles

Sharp Leadership Principles

Below is why I believe that Sharp Leadership is a manual, to overcome adversity in any environment and in any stage of life. I believe that everyone in the world should have a copy of this book, on them at all times, as they go on this journey called life. Life is going to knock you flat on your butt at least one time in your life, and when it does, how fast are you going to get up, if you get up at all?

The leadership principles and real-life stories that I talk about in my book, Sharp Leadership – Overcome Adversity To Lead With Authenticity, are lessons that I have learned in every walk of my life. They work at home when you are trying to rear your children to be self-sufficient, have good moral character, treat people fair, and believe in the Lord or a power higher than themselves.  These guiding principles work when you are trying to be a good spouse and have a fruitful long-term marriage, when the divorce rate is currently about 50%. These leadership tips work when you are on your job and you have a tyrant for a boss and you need to put food on the table. These nuggets work when you are competing on the athletic field, participating in an individual sport and or a team sport. These truths are valuable when you are serving in a capacity as a religious/church leader or parishioner. More important than that, is having the ability, to take your faith walk to the marketplace, and let your uncompromising light shine, in the darkness of this world. If you have chosen to be an entrepreneur and step out on your own, then these rules of the road will help you sell your product by building solid long-term relationships with quality people. They will also help you to create a superior product and deliver world class customer service. My most important pearls of wisdom, were taught to me, when I was eager to listen and I did not have the resources at my disposal to fix whatever problem or obstacle, that I was facing at the time. In other words, I go knocked down, and could not get up by myself. I was not smart enough, strong enough, wealthy enough, or creative enough to fix the problem or overcome my circumstances.   My rock-solid simple principles of never quitting, taking care of your people, building deep – long term relationships, and keeping the priorities of Faith, Family, and friends, when the storms come, are what has kept and keep me going. A burning passion to give back to the next generations as my ancestors did, keeps me energized.

Please feel free to contact me on my website and let me know how we can partner, as well as order my book through my website, where I can autograph a copy for you. My book can also be ordered on Amazon or Barnes & Nobles.

Be blessed,

Carl H. Sharperson, Jr.
Speaker | Author | Leadership Innovation Strategist
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Goals are achieved with commitment – not just interest – in doing something.  Goals require unyielding resolve, self-control, and passionate belief in your vision.  You must be 100 per cent committed, otherwise you will sabotage yourself along the way.

Once you commit, you are accountable to yourself.  Consider this a promise to yourself, something that cannot be broken.  There will be others affected by what you do. Share your goals and plan with them, since this imbues a greater sense of accountability.  These individuals should be supportive and trustworthy, avoid the doom-and-gloomers.

Be clear on what you want to do and what is needed to achieve your goals.  If you do not have the requisite skills or tools to reach your goals, gain an understanding of what you need to do to acquire them.  Anticipate the obstacles you may encounter and how you will deal with them. This makes you better prepared and less likely to be derailed.  You cannot anticipate everything. There will be surprises so condition yourself to find a way around it. Recognize the effort and sacrifices you will have to make, understanding that nothing worthwhile comes easy, and anything that comes easily is usually not long lasting.

In the military and in sports, one of the common denominators is a routine or process associated with everything that is done.  These are actions and processes in place that all serve to reinforce the plans to reach an ultimate goal. You should also adopt a regimen with the right habits that all serve to reinforce the plan to reach your ultimate goal.  This training and routine instill the right mind-set to optimize your prospects since they are interconnected. Train your mind and the body will follow since it is your mind-set above all, that provides the will and the shoulders of Atlas for the heavy lifting.

The commitment you are making takes time and effort.  Be cognizant of those activities and demands that divert you from your plan.  Keep distractions to a minimum, understanding that you will have to learn to say “No” as there is nothing more valuable than your time.  When you encounter an obstacle, instead of saying “I don’t know what to do,” say “I will figure this out”. Be open minded and understand that oftentimes it is not having the answer but knowing where to find it that will provide the solution.

As you commit to yourself, keep the following in mind, and you will get there.

1. Commit fully – no half measures.
2. Be clear and define what you want to do.
3. Adopt a routine; establish good habits; be disciplined.
4. Put in the time for training and conditioning.
5. Be realistic, resourceful, and resilient.

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Strategy Implementation Mistakes

Strategy Implementation Mistakes

Strategy and implementation are inextricably linked.  It is important to put together a plan on how the strategy will be implemented, as a poorly implemented strategy will compromise the results.  The biggest mistakes a company makes when implementing a strategy are summarized below. These mistakes are listed in no particular order, as any one of them can be crippling to the business, with a combination of them proving fatal.

1. Lack of a coherent strategy – The offering and subsequent strategy must have a value proposition differentiating it from the competition.  Once the decision is reached on the strategy, a plan needs to be defined and communicated within the organization with everyone’s interests and activities aligned.

2. Ignoring the Human Factor – A company can have the best strategy in the business, but without the right people, properly trained and incentivized, it will never realize its full potential.  In today’s environment, with differences between companies and competitors often blurred, the human side of the equation is more important than ever.

3. Improper Communication – The plan should be conveyed in a clear and crisp manner.  The employees should understand the larger goals of the company and the specific goals applicable to them, with a clear and unequivocal understanding of their role in achieving goals and the priority of these goals.

4. Lack of Accountability – Every activity associated with the plan must have someone accountable for completion of the task.  Those responsible should be empowered in order to imbue ownership and accountability, with a system in place to ascertain goal status and completion.  If no one owns it, no one is accountable.

5. Lack of Metrics – A plan must have a set of milestones or deadlines.  These milestones need to be specific, with clear accountability.  It is the accomplishment of these milestones that determines the success of a project and a business.

6. Lack of Review – A process must be in place to determine progress toward completion.  This is accomplished through a series of reviews, the frequency of which is determined by the scope and time frame of the plan. By monitoring progress and assessing progress towards the plan the necessary adjustments can be made in a timely manner.

7. Incentives Not Aligned – Incentives should drive individual performance to achieve the success of the plan.  These incentives should be objective versus subjective. The plan should include incentives for both short-term and long-term goals, all of which are aligned so that individual or divisional rewards cannot be realized at the expense of the company.

8. Poor Intelligence or Data – It is incumbent upon leadership to ensure they have as much valid data as possible when making a decision.  When assessing data or input, one needs to be measured in drawing conclusions and strive to validate the data as much as possible.  Different people may characterize situations in different ways due to an inherent or organizational bias.

9. Strategy Conflicts with Finance – A strategy with incentive plans not properly aligned could result in internecine conflict.  As an example, if a Divisional Plan is weighted more towards capturing market share while the overarching emphasis on a Corporate Level is profit, you will have contrarian views on which tactics to pursue.

10. Lack of Simplicity – As a company grows, takes on more offerings, adds personnel, creates new positions, and implements systems to manage growth, an unintended consequence is that business processes become more complicated.  Advances in technology, designed to make things simpler, often add another layer of complexity with information transmitted to a host of individuals which can exacerbate the decision-making process. Review all processes, offerings, approvals, and communications with the intent to simplify and streamline as much as practical.

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Basic Types of Strategy

Basic Types of Strategy

The essence of any company strategy is how the company’s offerings compare to the competition, how to gain an edge, and how to sustain this edge or difference.  There are three basic types of strategy that a company can implement.

Cost – This strategy, which could also be called a cost/leadership strategy, is implemented when the company competes on the basis of the price of their offerings.  A company must be careful to ensure that as price pressures come to bear, cost-reduction initiatives do not result in a decline in performance.

Differentiation – This strategy is implemented when a company offers something which is unique, oftentimes proprietary or patented, to distinguish it from the competition.  The offering could also be value based, such as offering a distinct set of services. When the customer sees this offering as something that offers value, it becomes a competitive advantage and can result in a company being able to command a premium price.  When pursuing a strategy of differentiation, a company must be in close contact with the customer to ensure what is offered continues to be unique and is of value to the customer.

Niche – With this strategy, a company will develop a distinct product or approach for a defined segment or group of customers versus going after the entire market.  When deciding on this strategy, the size of the segment, the growth rate, and number of competitors are key considerations. With this strategy, a company must be wary of new market entrants, especially from companies in related markets that are mature or declining, as these larger entities seek business elsewhere and may have economies of scale.

Having a strategy is one thing, successfully implementing it is another.  The next blog will address the mistakes or shortfalls companies make when failing to properly implement their strategy.

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