Tell it the situation.
It points you to the right tools.

Try one of these

• Planning day in three weeks with my senior team, six of us. Things on my list, no order: a big client contract is up for renewal in the spring and they have started asking about price; two of the team are stretched and one of them has hinted at leaving; we have been talking about a second service line for two years and never started it; the board wants a three-year plan and I have not got one; our marketing is basically referrals and I do not know if that is a problem or a strength; there is a compliance change coming that will cost money whatever we do; my ops manager keeps saying we need better systems and I keep saying we cannot afford the disruption. The day is meant to produce a plan. I am not sure what the day is actually for.
• We are a twelve-person professional services firm. We have to decide by the end of next month whether to accept a three-year contract from one client that would represent about 45 per cent of our revenue, at a margin about ten points below our average. Accepting means hiring two people and declining smaller work; declining means the client will probably move to a larger competitor. We want to make the decision with the risks and alternatives laid out properly rather than on gut.
• Margins on our best-selling product line are eroding and two new entrants are undercutting us on price. I need to work out whether to defend, reposition or exit.