Leading Your Strategy When You Don’t Have All the Answers
He was the Shell Answer Man, and he had all the answers: How to change a tire. How to drive in snow. How to avoid getting your car stolen. How to save gasoline. For about two decades, through the 1990s, he was the face of Shell, the brainchild of the Ogilvy and Mather advertising firm. As I was growing up, the Shell Answer Man was the picture I had in my head of what a “good leader” looked like. Calm, credible, and had all the answers. If you’ve been tasked to lead your strategy, it is likely others have that image of you. You have a strong track record and have built up quite a lot of expertise. Others trust you. You just “know things.” But — what if you don’t? What if you are leading your strategy and have more questions than you have answers? In my work with leaders driving a new strategy, or getting one back on track, I often see a sudden change force leaders into an awkward and unfamiliar place. Maybe your market or your business model has changed suddenly. Your organization may have just been merged with another. Maybe the founder of your company, or a senior leader who always had the answers, has just retired or passed away. You and your organization are in a “liminal” state: you are no longer where you were, and you are not in the new place yet. You’re on the threshold, in between. Organizational structures, processes, and systems that worked before now seem awkward. Questions are coming from everywhere, “What do we do about…”? And no one – not even you, the leader in charge – knows all the answers. It can be frightening. Leading in this “in-between” state requires a new approach. And it starts with acknowledging to yourself that it’s okay to NOT know the answers. In her book, “ How to Lead When You Don’t Know Where You’re Going: Leading In a Liminal Season”, author Susan Beaumont talks about going “from Knowing to Unknowing.” You may be used to leading by casting a clear vision, lining everyone up, and confidently looking like you know what you’re doing. Instead, leading a new strategy in this liminal state requires that you openly acknowledge that things have changed and that you’re NOT going to have answers. This is not about just tolerating not knowing but getting really comfortable with it — and actually helping your organization get comfortable with not knowing too. As Steven Hawking observed, “The greatest enemy of knowledge is not ignorance; it is the illusion of knowledge.” The pandemic offered all of us an opportunity to stretch our muscles while living without answers. None of us had been in a situation where the world suddenly shut down because of a virus. CEOs were humbly acknowledging on earnings calls, “We never saw this coming and we’re still figuring it out.” Front-line employees in retail stores and hospitals and schools realized their bosses didn’t have answers and were taking the lead to change processes overnight. Parents were making it up as they figured out how to work at home and manage kids learning how to do school virtually. It became normal to not have the answers. How can we leverage this experience so that we are all better at leading in uncertainty? In an unknowing environment, I’ve observed three approaches that seem to help leaders navigate more successfully: a) Listen without having to give answers. Sometimes the process of verbalizing questions can help people sort out what they are thinking, even when answers aren’t easy to come by. Just allowing people to be heard, and acknowledging that the question is valid, can be a gift that helps an organization deal with not knowing. b) Share the truth without making it pretty. People are suspicious of “spin.” In a liminal state, they won’t believe your pretty answers anyway. Talk frankly about the situation you’re in, what you know and what you don’t know. Acknowledge the risks and talk openly about what-if scenarios. The more facts people have, and the more they can openly discuss possible scenarios, the more prepared people can be to make on-the-ground decisions of their own. c) Get okay with imperfect action. In uncertainty, people freeze. Adapting requires fast learning. Saying yes to pilots and beta tests or smaller “let’s see if this works” efforts can help your organization move forward and learn without having all the answers first. This is a better use of everyone’s energy than getting stuck trying to get things perfect. Simply taking action can create an energy of its own and build people’s confidence, especially when the context is framed as “Let’s see what we can learn.” These are three examples of leading WITHOUT having the answers: Co-existing with uncertainty and unvarnished truth. An open-handed approach that allows other leaders to step up. When it becomes evident there isn’t a quick fix, walking alongside people as they self-organize, and let a new way emerge. ———- Are you finding yourself in a liminal state as this new year unfolds? You may lead a whole company or a team, a church or a nonprofit, or a community. Usually, you’re the one with the answers. But today, you have a lot more questions than you have answers. You may be feeling uncomfortable and even a little scared. But take heart. You can be EXACTLY the right person to lead your organization in a time such as this. Simply by allowing yourself to get GREAT at NOT knowing! I look forward to hearing your thoughts. — Susan Schramm This article is part of my series, Driving a New Direction to equip and energize leaders with practical ways to move people forward, whether you’re leading a new strategy (or getting one back on track). I write about once or twice a month, and would welcome your subscribing below! Your mission is too important. Don’t let it get derailed!
Getting Your Strategy Back On Track (Despite the Storm)
The CEO sitting across from me looked dejected. He had been brought in from the venture capital start-up world to help a large company innovate faster. The reports stacked in front of him showed that his new strategy was not panning out. Things had gotten stormy. They had run into a lot of surprises. Pressure from the board was high. “We could have quickly sailed ahead of the competition if we’d moved fast enough. Turns out, this organization is just a big clunky tanker!” he lamented. The EASY thing to do was abandon ship. The HARD thing to do was to take a breath, consider a new perspective, adapt, and move forward. In my work with organizations to get a strategy back on track, I find many leaders are surprised when their strategy doesn’t pan out. There are always lots of reasons — and a lot of finger-pointing. Especially when taking an established organization in a new direction. At the end of the day, the answer is usually to Here are three “basics” to consider if you want to get results faster from your strategy — even if you run into stormy weather: #1. A NEW STRATEGY REQUIRES THAT YOU BRING A LOT OF PEOPLE WITH YOU. WHY IT MATTERS: If your strategy requires a lot of people to take NEW action, they need to be prepared or your strategy will falter. My frustrated CEO friend was right. He launched the new strategy like he was sailing — by himself! But executing a big idea in an established company meant he had to get a LOT more people in the boat with him. Actually, even big “clunky” ships successfully shift direction every day. The ship captain enlists all the people who have to do something new. Not just the officers on the bridge, but those in the engine room, those who plan fuel and supplies, and even the cook! Your strategy needs more than a plan for your new product/service/program. You need a plan for the PEOPLE who must understand and DO something differently. This includes your leadership team and first-line managers and employees — but also your suppliers, contractors, volunteers, and even your funders. And don’t stop there. You need to plan for those you SERVE if your strategy requires your customers or beneficiaries to make a change and DO something differently. When Coca-Cola introduced “New Coke”, they hadn’t anticipated how much change they were asking of their customers. Consumers pushed back HARD, including stockpiling the original product and creating protest groups. As it says on the company website, “What these tests didn’t show, of course, was the bond consumers felt with their Coca-Cola — something they didn’t want anyone, including The Coca-Cola Company, tampering with.” Nobody likes surprises. And if you are asking people to DO something new, it’s on you to help them get ready for it. CONSIDER: Who needs to take action and do something NEW if our strategy is going to be a success? What do they need to know, believe and DO differently? What can we do to help them prepare? #2. A NEW STRATEGY REQUIRES ENERGY TO EXECUTE. WHY IT MATTERS: If people in your organization do not have the CAPACITY to focus on your new strategy, it will falter. In Canada, icebreaker ships are vital to keeping seaways open year-round. When the icebreaker ship Louis St. Laurent speeds through open water, it burns 8,000 gallons of fuel a day. But when it runs into thick ice and needs to take a turn, it has to use all five of its engines, and burns 24,000 gallons a day — 3 times more fuel! Your organization might have the same challenge. When executing a familiar process you’ve tuned over time, you deliver very high quality at volume. People know what to do and productivity is high. Customers are happy. But when you introduce a new strategy, people can run into a lot of unexpected roadblocks. Organizations can burn up a lot of energy: missed deadlines, production mistakes, customer complaints, and escalations. Sometimes it’s a matter of too many priorities. The “top 3 priorities” from the CEO translates into 10 priorities from the director which turns into 30 priorities for folks on the front line. The problem is: there is a physical limit to how much energy a person can invest in any one priority. In fact, a 2020 study in the Journal of Neuroscience reported that the human brain has an energy limit on how much information it can process at once. “Energy supply to the brain remains constant regardless of how demanding a task is. Humans show ‘inattention blindness’ – information doesn’t process even when it’s valuable to them.” Your new strategy may be critical for your future, but overload is real. CONSIDER: What is our CAPACITY as an organization? What will be the impact of this new strategy on top of the other changes we are already executing? What can we STOP? What can we do to make decisions easier for the front line if we encounter difficulties we haven’t run into before? 3. A NEW STRATEGY IS JUST A GUESS. WHY IT MATTERS: Defining your assumptions and proving them true ( or false) can help you navigate the risks of your new strategy. Clay Christensen was an innovation expert, entrepreneur, and Harvard Business School professor. He was also a man of faith humble enough to realize there was a LOT he didn’t know. In his book, “How Will You Measure Your Life,” Christensen recommended this test for a new strategy: Just ask: “What has to prove true for this to work? As simple as it sounds, companies seldom think about whether to pursue new opportunities by asking this question. By the time they have learned which assumptions were right and which ones were wrong, they’re too far down the road to do anything about it.” Make sure you and your team take the time to list and rank the assumptions that MUST prove true for
Start With What You DO Have
One morning, our two kids hurried downstairs to make their lunch before school. They were met by their dad, who was not smiling. “Unfortunately, we’re completely out of bread. No sandwiches today. What else can you take for lunch?” Confused, the kids waited for dad to provide the answer. But he just looked back at them. “No, really,” he said. “Help me figure this out. The school bus is almost here. All hands-on deck!” Both children scoured the refrigerator and all the cabinets, searching for a solution. But no luck. “Just peanut butter isn’t a lunch,” grumbled my son. “Soup? I don’t even know how to OPEN a can!” worried his younger sister. Suddenly, my husband declared, “I have an idea!” He placed two six-packs of soda on the counter, handed one to each kid, and said, “TRADE! When they got home from school that day, our kids were bubbling with excitement. “Best lunch ever!” “Let’s do it again tomorrow!” “WHAT ELSE DO WE HAVE that we can trade?!” My husband’s approach -– though admittedly unconventional parenting–- focused our kids on what they DID have instead of what they didn’t. He changed the mindset of their small but mighty team to overcome the challenge of the day, and move forward with gratefulness. FOCUSING ON WHAT YOU DO HAVE ACCELERATES RESULTS A new strategy is like a journey. In my work with executive teams and boards driving a new high-stakes strategy, some leaders can get overwhelmed. They feel swamped by all there is to do and worried about the risks ahead. To accelerate results, I guide clients to START by focusing on what they DO HAVE to take on their new strategic journey. This “strength-based approach” is based on a type of psychological therapy originally developed to help trauma victims. The approach is now applied beyond healthcare to education, employee development, parenting, sports coaching, and more. The concept is simple: Instead of diving in to fix your weaknesses and address your gaps, start by focusing on what you DO have, your strengths. You make an intentional shift: from a scarcity mindset to a mindset of abundance. FOCUSING ON YOUR STRENGTHS CAN RE-WIRE YOUR BRAIN This isn’t just rah-rah. This is your brain at work. Consider: In my own journey as an entrepreneur, my “gratefulness journal” frequently helps me get unstuck and face the day with more confidence. But I’ve been inspired by how this approach can not only help individuals but equip teams to take on new challenges. A STRENGTH-BASED APPROACH FOR TEAMS CAN ACCELERATE A NEW STRATEGY The truth is this: Even the BEST strategy will fail if people are confused, uncertain, skeptical, or not aligned. And when the stakes are high, anxiety can skyrocket — whether people express their concerns out loud or worry silently. Fight or flight takes over. Projects get stuck. Using a strength-based approach as a TEAM can completely change the dynamic. It starts with making sure everyone is AWARE of their own strengths and of everyone else’s strengths. No one person is perfect, but a TEAM can get pretty darn close! The next step is to park all the to-do lists and worries. Instead, step back and brainstorm EVERYTHING YOU DO HAVE as an organization that equips you for your journey. Here’s a start: Most of my clients are often pleasantly surprised at the treasure trove of strengths they have as an organization. Like the familiar story of God feeding five thousand with only two fish and five loaves of bread, an abundant mindset helps teams see new possibilities when they realize what they actually DO have to work with. The result: Dopamine soars. Your team starts to feel more confident. It’s not that the RISKS go away — but focusing on your team’s STRENGTHS makes the risk more manageable. It’s not that the work goes away, but focusing on the PROGRESS the team IS making builds positive momentum and can even surface new ways to see capacity. IF OUR WHOLE NATION CAN STOP TO FOCUS ON WHAT WE DO HAVE, YOU CAN TOO. Each year, Americans stop everything for ONE DAY to apply a “strength-based approach” as a nation. We call it “Thanksgiving”, and on this day we intentionally and proudly prioritize gratefulness. Why not take ONE DAY TO FOCUS your organization on what you DO have? Here are three ideas for your next all-hands (or family meeting!) that are sure to get the dopamine flowing: 1. Ask everyone to write down AT LEAST ONE STRENGTH they see in each member of the team ( especially strengths that they might not be aware of themselves). Collect the input, and then share with each person the many strengths others see in them. 2. Buzzer Round: Ask every person to share at least ONE WAY THEY HAVE MADE PROGRESS over the last year and how that progress made a difference. Progress could be personal or professional, as an individual or as a team. It could be big dramatic steps or eliminating small irritants that were standing in the way of progress. (Keep this list visible later for inspiration on days your team feels out of gas!) 3. Brainstorm as a team your own “What We DO Have” list. Get specific. Make a game of how many things you can come up with rewards for every ten added. (You can use this list as a reference when planning new efforts, to make sure you’ve fully leveraged your strengths from the start). In just ONE DAY of focusing on your strengths as individuals and as an organization, your team will feel more confident (and you may even see a little swagger!) as you plan to tackle your next challenge. And don’t be surprised if the reaction is the same as my kids’: “Let’s do it again tomorrow!” But there’s a catch: Gratitude is the real deal. To get the benefits of this “strength-focused approach,” we have to be authentically appreciative. We can’t mindlessly go through the motions of being grateful with perfunctory prayers
What if You Had an Adaptive Advantage?
Did you know that it actually REDUCES anxiety when people are able to talk about the “What if” that everyone is so fearful of? The big elephant in the room?•What if our biggest customer leaves us?•What if our product doesn’t work?•What if we can’t make payroll?Without talking about it, fear grows! And people FREEZE . INSTEAD of clamming up about it, ADAPTIVE leaders openly discuss “What If’s” as a normal part of their operational cadence — AND brainstorm with their teams what they would need to do in those situations. Talking openly about “What if?” allows you to see more clearly what you could do today that could better position you for tomorrow. By the way – Not ALL “what if’s” are bad! For instance,“What if we won a BIG new customer who gave us a HUGE order? How could we ever deliver?” I had fun today with hundreds of entrepreneurs from around the world talking about creating a “What if Rhythm” and how it can help build a more resilient organization. I strongly believe building an adaptive muscle can be a real advantage for organizations in today’s marketplace. This dialogue is part of #NehemiahWeek2022, a coming together of leaders around the world striving to build thriving businesses with Operational Excellence, and live out their faith in the marketplace. It was sponsored Nehemiah Project International Ministries an international business training and coaching success platform that serves entrepreneurs of faith. It is an amazing week of teaching and networking and business competitions and celebration. Tomorrow we’re talking with the founders of companies as diverse as global retailer Auntie Anne Pretzels to security software company Yakabod. **Spoiler alert – Getting good as a leader at ADAPTING based on clear principles is a common theme! Are YOU being intentional about creating an adaptive advantage? If not, start simply with a ” What if” session with your team – and see what happens! I look forward to hearing your thoughts. All the best – Susan Your mission is too important. Don’t let it get derailed. Susan Schramm, Founder, Go to Market Impact susan.schramm@gotomarketimpact.com
Is your organization a well-oiled machine? Or a flowing river?
Does your organization work like a “well-oiled machine” to achieve your strategy? Or more like a flowing river? It makes a difference. These days, operations are disrupted daily with constant surprises: labor shortages, supply chain challenges, inflation. Changing consumer attitudes, workforce behaviors, and social expectations. Oh yeah…and then there’s COVID. I’m doing new research into the challenges and what it takes to successfully lead a new strategy in today’s very disruptive environment. What I’m finding so far is that instead of building a “well-oiled machine” (a model that used to seem like a noble goal), today’s disruptive world demands a much more fluid approach. One secret weapon seems to be an operational foundation that can turn and shift and flexibly ADAPT. This means:o Instead of hierarchical organizations, a move to flatter, collaborative working groupso Instead of silos of experts, broader roles and systems-thinking o Less “because that’s the way we do it” to data-informed processeso From butts-in-seats onboarding about detailed tasks to onboarding about culture and how we think, and just-in-time knowledge transfer for detailso From launching big 5-year project plans to learning from innovative pilots and focusing on continual 90-day sprints o From leading with directives and escalations to more clarity about purpose and principles that equip the frontline to make informed decisions themselves. What do you think? Does YOUR team function like a well-oiled machine? Or a flowing river that makes an impact as it continually shapes a new path, overcomes obstacles and moves steadily forward? Which is harder to lead? ( And which environment would be more fun for you!) I look forward to hearing your thoughts. All the best – Susan P.S. If you are leading a new strategy, or getting an initiative back on track, check out our De-Risk System for Impact. It’s a practical way to anticipate the risks of your strategy and put a plan in place to address them. Happy to discuss how they might apply to your situation. Your mission is too important. Don’t let it get derailed. Susan Schramm, Founder, Go to Market Impact susan.schramm@gotomarketimpact.com
Are you ready to run, jump and play?
Are you ready to “run, jump and play” as an organization? The question came to me as a 4th grader excitedly shared what she was learning in science class. “The brain is divided into parts that control different stuff. When everything works together right, we can run and jump and play. But when the parts don’t work together, BAD things can happen.” As I listened to her simple explanation of a complicated topic, I grinned: Heck, organizations work the same way! In my work with leadership teams who are launching a new strategy, one challenge is common — managing change initiatives of any kind across functional silos is fraught with complexity. Similar to the brain, organizations have functions that “control different stuff”. When things are working routinely, information flows between functions pretty smoothly and daily decisions are made. But what about in uncertain times? When things are changing, and risks and opportunities are less clear? When our body’s integrated nervous system detects something new, it pulls together all the relevant information and the brain assesses the threat. This “fight or flight” response can help us to quickly take action to address the threat – or pounce on an opportunity. But while this works (pretty) well for our human bodies, the same doesn’t always work so well in our organizations. Especially when uncertainty reigns. Boston Consulting Group observed, “Most companies haven’t built the capabilities to MANAGE much less THRIVE amidst uncertainty.” While different functions may SEE changes around them, they may not understand the risk – or opportunities – because they see the problem from their narrow perspective. Wires can get crossed as information flows between functions. Data analytics can help analyze information– but that does not necessarily mean an organization is prepared to take ACTION quickly. What can you put in place to be ready to “run, jump and play” when opportunities or threats present themselves? Does your organization have a “central nervous system” to assess changes around you and prepare to take action? One simple step is to put in place a regular rhythm of “what if thinking”. You could meet quarterly as a cross-functional team to systematically evaluate the changes you are seeing in the marketplace from all different perspectives. This can be an opportunity to discuss possible implications of different changes, and what you could do to be ready to spring into action when/if the situation arises. Yes, when the parts don’t work together, bad things CAN happen. But when you adopt a rhythm of cross-functional “What If Thinking”, your organization can be ready to run, jump and play. Has your organization put in place a cross-functional approach for making sense of changes in today’s dynamic environment? What are you learning?
Deciding to lead even when the music stops
The music plays and you dutifully follow others around the circle of chairs, alert and listening for what might happen. Suddenly – SILENCE! Do you remember the stress of the childhood game of Musical Chairs? That heart-pumping overwhelming feeling when the MUSIC STOPS and you have to suddenly decide where to sit before there are no options left? Leading a high-stakes strategy these days can sometimes feel like Musical Chairs! A decision is suddenly thrust upon you. The answers aren’t always obvious at the moment – but a decision MUST be made. Over the last few years, we’ve all had a front-row seat to watching leaders confronted with decisions when the music seems to have stopped: A lockdown. Supply chain woes. The Great Resignation. Another lockdown. Financial market wobbles. Inflation. Why have some organizations been able to adapt so well while others have not? I believe a major differentiator has been the ability of leadership teams to make quick decisions. While some leaders were able to step up and act in the face of uncertainty, others have FROZEN. And the situation got the best of them. A DELAY to decide is a decision in itself. Being able to make timely decisions is not only healthy for your daily business operations but also plays a vital role in your ability to execute your longer-term strategy. Leaders must alter their strategy as new information becomes available. When they don’t, your strategy can get derailed. In uncertain times, we need better operating models to help us respond quickly in dynamic situations and adapt to sustain our organizations. How can you get better at making a decision? By making “What If” thinking a regular rhythm for your organization’s operational rhythm. Did you know that just TALKING about “What If” and what you can do to ADAPT in light of unexpected situations can reduce anxiety on your team, and improve open cross-functional communication? While the specific challenges your organization has to deal with may vary, your ability as a team to acknowledge and objectively evaluate the situation, and come up with options quickly, is a muscle that can be built. Establishing a “What If” Rhythm is like “Musical Chairs” to build your team’s decision-making skills in light of uncertainty. To put this into action with your leadership team or with your board, here is a thought-provoking exercise you can include as part of the quarterly operational cadence. The exercise might go something like this: First Session: Brainstorm as a group all the assumptions that must prove true for your strategy to be a success. Discuss which of these are most critical and how you might objectively determine how likely they are to prove true. Next Session: Review the list of assumptions your strategy is built upon — and then very dramatically ELIMINATE one key assumption. Then, challenge the group to brainstorm at least three ways your organization could achieve your strategy if this assumption were NOT true. What would need to change? How will you adapt as an organization? Put a time limit on the discussion ( and maybe some music to add some drama!) Future Sessions: As your team builds their “What If” muscles, you can continue to hold these discussions, and select other key assumptions to “eliminate”. Talk about what you can do NOW that would position you to be prepared to better adapt in this situation? But to mix it up, create a little competition by breaking into teams and rewarding those teams with the best or most creative or funniest ways to adapt. Establishing this regular “what if” rhythm can help you and your team get better at dealing with uncertainty, get comfortable making quick decisions, and reduce the anxiety that can build up when there are a lot of unknowns. ~~~~ What do you think? How might you apply this approach to building your “What If” muscles work in your own situation? I’d love to hear from you. All the best – Susan P.S. If you are leading a high-stakes strategy, or getting an initiative back on track, you can take this free strategy execution self-assessment to consider how well your organization is applying some of the fundamentals required to get traction quickly. Happy to discuss your own situation. Your mission is too important. Don’t let it get derailed. Susan Schramm, Founder, Go to Market Impact susan.schramm@gotomarketimpact.com
Feeling like you’re in “ready position” for your new strategy?
My ears perked up at McDonald’s when I overheard two (very tall) students in line ahead of me: “Hey, are you in ready position for the Big Dance?” Many years ago, Marquette coach Al Maguire coined a nickname for the National College Athletic Association’s biggest basketball competition — “The Big Dance.” Division A basketball teams across the US get to test their metal. It’s famous for exciting plays, unexpected turns of events, and lots of upsets. “Ready position” is a term used in many sports to describe a player’s stance. A quick search reveals that there is a “ready position” for basketball, tennis, volleyball, softball, baseball, squash, pickleball, ping pong, badminton, running, and cheer dance. Ready position widens a player’s peripheral vision and promotes awareness. You are prepared to move at any moment to where you need to be. It’s a light position, not solid and cemented. It’s on your toes and leaning forward. It’s open and aware, and ready to adapt. Standing there in line, it struck me how important it is for your organization to be in “ready position” when you are driving a high-stakes strategy. Talk about a Big Dance! Whether it’s supply chain disruptions, new regulation, or the glimmer of a new market— continual uncertainty can make leading your new strategy feel like a big dance too. Lots of footwork. Not always elegant. In working with clients driving new strategies, I encourage leaders to get their organization in ready position by creating a rhythm of “Anticipating What If”. Your strategy may be perfect. But once you start executing, you’ll often run into bumps in the road that can derail you, or market shifts that represent windows of opportunity you don’t want to miss. You need a systematic approach to regularly think through the “unthinkable,” both risk of loss and opportunities, and consider how you could handle them. Regularly “Anticipating What If’ can keep you and your team alert, on your toes and ready to act quickly. Able to listen for new cues and sensing changes around you. Grounded and clear about your bigger purpose. Moving forward when there are setbacks instead of frozen or feeling blindsided. Boston Consulting Group sees this type of regular “sensing” as an opportunity for organizations to create a competitive advantage. “Out of a desire to avoid undue risk, businesses can get locked into a cycle of analysis paralysis, delaying key decisions until they can acquire the information they feel they can trust. A small cadre of organizations has been able to move forward with great confidence. They have developed a more expansive view of risks and opportunities and a more nimble way of interpreting inputs. They have cultivated “signal advantage”. (“Building Your Uncertainty Advantage” Iny Kuipers Sanders 2020) Are you and your leadership team and your board in “ready position” when it comes to your own new strategy or initiative? Have you made an intentional rhythm of proactively sensing opportunity windows and downside risk so that you can be nimble? Just start. It will definitely make your own “Big Dance” a lot more fun. (If you’d like to explore how to get results faster for your own new strategy, let’s talk. Your mission is too important to get derailed. Susan Schramm, Founder and Principal, Go to Market Impact LLC susan.schramm@gotomarketimpact.com)
Are you humble enough to be resilient?
From resilient businesses to resilient supply chains to resilient cities to resilient families, RESILIENCE seemed to be the big word this year. In discussions last month with entrepreneurs, intrapreneurs, and investors from around the world at Global Entrepreneurship Week sponsored by the Rotterdam University of Applied Sciences Business School, we shared learnings about resilience from different angles. I guess I EXPECTED to hear about COURAGE, CREATIVITY, and RESOURCEFULNESS. But what jumped out most to me was… HUMILITY.Humble leaders and humble teams park their egos and look at a changing environment with open eyes. In working with CEOs and boards taking their organizations in a new direction, I see the same need. Through uncertainty and surprises and changes in direction, resilience requires the ability to step back and ask (humbly): · What are the REAL needs–NOW? Even if this wasn’t our original plan or vision?· Are we REALLY listening to the market– through our biases and fears?· Can we engage others and ask for help— clear on who we are, and who we are NOT? If you’re driving a high-stakes strategy in 2022, with important targets and milestones, the pressure on you and your team is more urgent than ever. But 2022 promises to provide its own wealth of surprises. In addition to making sure you have the right plan and the right talent – a big dose of HUMILITY will go a long way. If you are interested in ways to de-risk your strategy or initiative, check out The Changemakers De-Risk System for Impact℠ . Hope it prompts your thinking. Susan Schramm, Founder and Principal, Go to Market Impact LLC susan.schramm@gotomarketimpact.com 847/778-0123
Is that an option?
Has the word “option” been on your radar lately? It has been for me. The GameStop kerfuffle saw short-sellers lose $19b in just days. Many watching the roller coaster of stock were saying, “Options seem risky.” Then there are the daily options we’re all confronted with from continued pandemic uncertainty: Do we send our child back to school? Full time or part-time? Do we postpone the wedding again this spring or hold it? Outside or inside? Too many options can make things harder. Researcher Barry Schwarz’s experiment offered buyers many choices of jam. His famous study found that there is a paradox of choice: if you have too many choices, it can actually freeze you from making a decision, for fear of choosing the wrong option. Yet, if you are leading an organization today, you may find yourself feeling like you don’t have ANY options. Having NO options can feel risky too. Lately, I’ve been talking to many CEOs and board members struggling to figure out how to simply make things work. With revenues falling off, continued operational complexities due to the pandemic, sudden changes in regulation disrupting business models — they feel backed into a corner. A scarcity mindset can take over, which can lead to hunkering down, and a fear of failure. But what if you are solving for the wrong problem? When you’re in a corner, it’s easy to conflate HOW and WHY. It may be that you need to focus on WHY first. And then, explore completely new ways to achieve HOW by looking with fresh eyes at your assets. Take the travel industry, which has certainly been slammed. Yet, airlines like British Airways, Lufthansa, Emirates and others realized they had aircraft assets they could repurpose, and started driving new revenues from cargo-only flights, in many cases for the first time in their companies’ history. Red Roof Inn, the hotel chain, realized their real estate assets weren’t just hotel rooms – they were quiet, comfortable workspaces with great Wi-Fi! They launched “Work Under Our Roof” for people working at home who needed relief from noisy house-share situations. What assets do YOU have that you could use in new ways? If you and your team are feeling backed into a corner right now, here’s a quick exercise: Step back and breathe. Give your mind space to think. Then ask yourself three questions. 1. WHY: Why do we exist? Is our mission still valid? What about the problem we solve has changed? 2. HOW: What ASSETS (talent, programs, intellectual property, real estate, tools, machinery, learnings, etc.) can we use in a new way? 3. WHO: Who could we partner with to achieve our mission that we hadn’t considered before? Yes, there are going to be risks of something not going well if you take a new direction. But there’s also a risk you’ll miss new opportunities if you don’t act. Scarcity leads to feeling trapped and fearful. But we were made to live life abundantly, gifted with assets we can use in new ways. Leading others more confidently. And isn’t that a great option?:) –Susan P.S. If you’re a leader of an organization interested in ways to de-risk your strategy, learn more about the Changemakers’ De-Risk System for Impact. It can prompt some good dialogue with your team. And let me know if you’d like to chat about your own situation! Susan Schramm, Founder and Principal, Go to Market Impact LLC +1(847)778-0123 susan.schramm@gotomarketimpact.com