Wimbledon is iconic. But beyond tennis, Wimbledon offers powerful lessons for CEOs, especially about strategic thinking and seeing around corners before your competition does. Because there's a moment in every championship match—and every business cycle—where everything hinges on one thing:

Navigate this challenge. Not the last one. Not the next one. This one.

It sounds simple, but it's one of the hardest strategic skills to master as a CEO. And yet, it's exactly what separates leaders who thrive through turbulence from those who merely survive.

Whether you're navigating a market downturn, pivoting your business model, or facing disruptive competition, your ability to see around corners and think non-linearly is what determines whether you lead the transformation or become its casualty.

It's the difference between the CEO who panics when market conditions shift, and the one who has already positioned their organization three moves ahead.

As Jay Abraham and Carlos Dias reveal in "The CEO Who Sees Around Corners," champions understand something most don't: You don't win by reacting to change. You win by anticipating it and positioning for leverage before others see it coming.

In 2013, Andy Murray stood on Centre Court carrying the hopes of a nation. No British man had won Wimbledon in 77 years. He was facing Novak Djokovic, the world number one. He'd lost the final the year before. The pressure? Immense.

Serving for the match, Murray lost three championship points in a row.

That's the kind of moment that unravels most people—in tennis and in boardrooms. How many times have you seen a CEO lose their strategic composure when their sure-thing market position suddenly crumbles? Or watched leadership teams spiral when their industry faces unprecedented disruption?

But not Murray. He dug deep, re-centred, and focused only on what he could control: the next serve, the next point.

And this time, he won.

Later, he said: "You're going to have moments where your mind wants to go to the negative. You have to bring it back to what you can control."

This is the mindset that separates CEOs who see around corners from those who get blindsided by them.

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The best CEOs understand Stephen Covey's three circles, but they apply them with the strategic acuity of a chess grandmaster:

Circle of Concern – everything that worries you: market volatility, regulatory changes, competitive threats, economic uncertainty.

Circle of Influence – areas you can shape over time: organizational culture, strategic partnerships, talent acquisition, innovation pipeline.

Circle of Control – what you can act on right now: resource allocation, strategic decisions, leadership communication, organizational structure.

Murray didn't win by worrying about history or headlines. He won by focusing his mental energy on his Circle of Control.

When your industry is disrupting, you can't control when the next breakthrough technology emerges. You can't rewrite the strategic mistake from last quarter. But you can control how you position your organization, how you allocate resources, and how you prepare your team for the future you're creating.

And the more you operate from that strategic center, the more you shape the market rather than react to it.

The reality? Most CEOs are navigating these strategic challenges in isolation. But championship leaders understand that community matters. Being around those who elevate your thinking, challenge your assumptions, and accelerate your growth isn't optional—it's essential. That's why 227 CEOs are currently working together through these exact sales growth challenges, sharing strategies and multiplying their results. Join us - Free Trial: www.strategysprints.com

Then there's Richard Williams, who, long before the world knew their names, wrote a 78-page plan detailing exactly how his daughters would become the number one and number two tennis players in the world.

He saw their greatness before anyone else did. Not in a fluffy, wishful-thinking kind of way, but with purpose, structure, and absolute belief. He didn't just train them physically—he engineered their entire competitive ecosystem.

This wasn't just about talent. It was about leverage. He understood something most coaches missed: champions aren't built through effort alone, but through systems that multiply effort exponentially.

The best CEOs apply the same principle—they don't just work harder, they engineer leverage.

You don't need to solve your entire strategic challenge in one board meeting.

In tennis, the score can look overwhelming: two sets down, break point, the crowd buzzing. But champions train their minds to ignore the noise and focus on just one thing: the point in front of them.

In business leadership, that looks like:

As Abraham and Dias emphasize in "The CEO Who Sees Around Corners," linear thinking must give way to non-linear thinking. Your power is in making the right strategic move now, based on the reality you can see clearly today.

Master that moment, and momentum builds.

This week's strategic action: Before every major decision, take 30 seconds to identify the ONE outcome you need from THIS specific choice. Filter out the noise. Focus on this corner, not the entire maze.

Richard Williams didn't just believe in his daughters; he wrote their future in extraordinary detail before they'd won a single match. He visualized not just the outcome, but the entire ecosystem they'd need to dominate.

This wasn't fantasy. It was strategic conditioning. By architecting the future, they were ready when it arrived.

In "Levers," Jay Abraham reveals that you are the fulcrum—the point of strategic power that activates all your organizational levers. The top 1% of CEOs don't just hope for market leadership—they engineer the exact leverage points that will get them there:

When the strategic moment comes, you rise to the occasion because you've already architected it in your mind, again and again.

This week's strategic action: Document your "Strategic Future History"—write out exactly how your organization will navigate the next major industry shift. What leverage points will you activate? What ecosystems will you build? When the disruption comes, you'll be ready.

When markets shift or competitive pressure mounts, most CEOs' minds drift into two dangerous territories: fear (What if we lose market share?) or fantasy (If only the market would stabilize).

Neither creates strategic advantage.

What does? Redirecting that energy toward building what Abraham calls your "Power Parthenon"—multiple pillars of strategic advantage that compound each other:

The concept from "Levers" is powerful: You don't need more resources, you need to optimize the highest and best use of what you already have. Most organizations are sitting on dormant strategic assets that could become exponential multipliers.

Champions know that consistency in building strategic leverage creates miracles in market results.

This week's strategic action: Conduct a "Strategic Asset Audit"—list three organizational assets you're underutilizing that could become competitive multipliers. Then identify one concrete way to activate each asset as a leverage point.

Here's what we've learned from working with growth-focused CEOs: the strategies are powerful, but the implementation accelerates exponentially when you're surrounded by peers who are applying the same principles. Community matters. Be around those who help your being. Right now, 227 CEOs are navigating these exact growth challenges together, sharing what works and what doesn't in real-time. Join us - Free Trial: www.strategysprints.com

Every CEO faces their Centre Court moment—when industry disruption accelerates, competitive pressure intensifies, and everything you've built comes down to your next strategic move.

The question isn't whether that moment will come. The question is: Will you see it coming and be strategically positioned to capitalize on it?

The champions at Wimbledon understand that greatness isn't about one perfect shot. It's about developing the strategic acuity to see patterns, anticipate opportunities, and position for leverage, point after point after point.

Your strategic championship is built the same way: one decision, one system, one leverage point at a time.

This week, think like a championship CEO. Focus on the strategic challenge in front of you. Build leverage where you can control it. And watch what happens to your organizational results.

The truth is, no CEO should navigate these waters alone. The most successful leaders surround themselves with other championship-minded executives who are facing similar growth challenges. Community matters. Be around those who help your being. That's exactly what's happening with 227 CEOs who have joined our growth community—they're accelerating their results by learning together, implementing together, and winning together. Join us - Free Trial: www.strategysprints.com

As Archimedes said: "Give me a lever long enough and a fulcrum on which to place it, and I will move the world."

You are that fulcrum. Your organization is waiting. Time to move your market.Measuring What Matters: The Sales Leader's Email Metrics

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