Uncertainty, upheaval, change. None of them are particularly noteworthy in business, but leaders (and the press) seem to mention them quite regularly. Admittedly, successfully navigating turbulence is not easy. It's no wonder, then, that people are always looking for new ways to deal with uncertainty. Nevertheless, for many people, uncertainty (and the constant chatter about it) can be another source of distraction for themselves and their teams.
A recent episode was about fighting distractions Radio is a catalyst for growthhosts Pam Harper and Scott Harper spoke with Penny Zenker, a self-proclaimed focus scholar.
Before you roll your eyes at the term, Zenker is the first to admit that he invented it. And when Zenker explains, why She coined this word, well… it resonates. (Click here for more information and her work.)
Zenker's approach was born out of her own need to become more effective and overcome the myriad distractions that take her away from the task at hand. Like many leaders and teams, Zenker struggled to juggle everything and make the meaningful progress she had hoped and expected. Of course she needed to concentrate. Easier said than done.
Sound familiar?
Concentration is very important for successful strategy execution. Strategy at every level – enterprise, operational, tactical[1]Benefits gained by knowing your destination (vision) and driving towards it. Aligning strategy and operations, setting appropriate priorities and milestones, and monitoring progress are all necessary to turn strategy into reality. To be successful at each level, you need to know what actions to take and which activities, initiatives, products, programs, etc. to let go of.
How do you concentrate?
Notably, an enterprise strategy answers the following questions: concentration How to move the entire company forward? ” The operational and tactical levels guide others to mobilize all parts of the business to achieve goals. In other words, it creates a connection between strategic thinking and on-the-ground efforts, providing a critical perspective for executives.
Too many, or worse, competing, priorities divert attention and resources, diluting the potential for significant strategic impact of each. Peter Drucker often quoted W. Edward Deming, who believed that “if you can't measure it, you can't manage it.” I agree that measurement is important, but it's not the answer to staying on track. Zenker agreed, quoting Patrick Lencioni: “If everything matters, nothing matters.”
Block out distracting noise.
Leaders must block out distracting noise, whatever its source, in order to advance strategy. Naturally, this becomes harder and more important when managing growth.
During periods of rapid growth, people typically run as fast as they can to keep up with the influx of exciting new jobs, such as ordering, production, contracting, and distribution. When growth plateaus or stagnates, many people feel they have to pursue the next job. Cool things that pop out. This is the classic “shiny object” effect.
Both situations often result in increased focus. But is it the right focus, the focus you need to achieve your goals?
During rapid growth, teams focus on the next tasks needed to get products/services into the hands of customers. Slow growth can shift your attention to things that will give you immediate results. Although these approaches are focused, they feed short-term thinking and actions that may or may not achieve the goal. In fact, although short-term results may seem good or satisfactory, short-term actions are not sustainable. It can derail your strategy. You and your team get so busy responding to the immediate that you lose sight of your long-term goals, your destination.
Focus on value.
When distractions threaten to overtake performance, I advise leaders to focus on one thing: value. This idea is so important that it's the theme of the episode Strategy in 1 minute.
Of all the things you're doing right now, what brings the most value to your current and future customers?
Distracting noise isn't just a personal problem.
Individuals can take steps to remove distractions and improve their own focus. For example, Zenker advocates adopting a reset mindset, which is central to her work. But distracting noise isn't just an individual problem. It can also permeate your team. It may seem as if countless things are attracting each other and coalescing to create a tunnel of distraction. It's not water coming from a fire hose. Instead, there is a constant flow of information, data, opportunities, threats, ideas, etc. that are probably, though not certain, relevant.
Leaders must first rise above the noise themselves. This also models behaviors and decisions that help the entire team stay focused. Importantly, leaders who coach their teams to focus on values continually, proactively and intentionally create productive habits that accelerate performance. They develop the right focus to achieve short-term goals and maintain long-term goals to keep the strategy on track.
If focus is important, focus on value.
[1] For more information, see strategic planning In my book Plan your course: CEO tools for aligning strategy and operations100 pages.