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Why do people find Knock-Knock Jokes funny? Sure, they’re corny and silly, but the puns and play on words can be entertaining. They are smart in their own way. One’s mind has to open to see the comedic twist. Here’s an example,”When is a door not a door?” Answer: When it’s ajar! (Groan)
Let’s apply this pattern to something more serious, something that leaders often overlook. “When is a strategy not a strategy?” Answer: When it’s a list of goals strung together!
I see this thinking pattern misunderstanding frequently when I work with small business in particular. Why? Part of the reason is because there are not many “advisors” around to correct a direction.
That is why I created the Pivotal Thinking topic for the Virtual Mastermind Projects as a benign way to start everyone on the team from the same starting line. Pivotal Thinking relies on the executive functions within the brain. When there is impairment or “lag” in these functions, decision making can be terrifying and difficult. Pivotal Thinking is affected by several functions. Read more here.
Take a “fear” temperature. This exercise is an opportunity to plant seeds of success and engagement at all levels. Preconceived notions can damage progress-the “ain’t broke” rule! Discover what fears would stand in the way of progress.
So, how do you check if you have a real strategy or not?
1. How well does everyone connected with the company, brand, understand what’s behind it? Purpose must be embedded or it is hollow.
2. What logic can be applied at each level or extension of the company?
3. How well does the leader realize that front-line employees are critical to the implementation of the plan? It’s not enough to create the strategy and implement it. Robert Burgelman*, Stanford professor, contends (sic) that “bottom-up initiatives must come from employees that fall within set boundaries set by the strategic intent.” Strategy Is Destiny” How Strategy-making Shapes a Company’s Future
4. Self-selected choices emerge when employees pick which initiatives, led by the strategy, they believe in rather than being forced to make something work.
5. Consider intention rather than goals—Goals are the pillars that mark the intent to achieve the created strategy. For example, how do the choices relate back to the purpose, intention? How do individuals make it part of their job description?
Successful strategists embed room to experiment and find ways that don’t work rather than finding one answer.
6. Apply the Universal Why or Toyota’s root-cause analysis of asking why until they can’t anymore! For example, ask, “Why are we doing this? Why did the first choice fail?”
This is a hot topic that you can bring to your organization. When everyone starts from the same place, the universe is your oyster!
*Robert Burgelman-https://hbr.org/2017/11/many-strategies-fail-because-theyre-not-actually-strategies
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