Uncertainty, upheaval, change. None is particularly remarkable in business, though leaders (and the press) seem to remark upon them quite regularly. Certainly, navigating turbulence successfully is not easy. It’s no wonder, then, that people constantly seek new ways to deal with uncertainty. Nevertheless, for many, uncertainty (and regular chatter about it) can be another source of distraction for themselves or their teams.
Battling distraction was the topic of an episode of Growth Igniters Radio®. Hosts Pam and Scott Harper talked with Penny Zenker, a self-titled focusologist.
Before you roll your eyes at the term, Zenker is the first to admit that she invented the word. And when Zenker explains why she created the term, well…it resonates. (Learn more here.)
Zenker’s work emerged from her own need to work more effectively and navigate the myriad things that distracted her from the task at hand. Like many leaders and teams, Zenker struggled to juggle everything and make the meaningful progress she desired and was expected. Of course she needed to focus. Easier said than done.
Sound familiar?
Focus is critically important to execute strategy well. Every level of strategy – Enterprise, Operational, Tactical[1] – benefits from knowing the destination (vision) and driving toward it. Aligning strategy and operations, setting appropriate priorities and milestones, monitoring progress – all are necessary to make your strategy real. At each level, success requires knowing both what actions to take and what activities, initiatives, products, programs, etc. you should let go.
How will we focus?
Notably, Enterprise strategy answers the question: “How will we focus to take the entire company forward?” The Operational and Tactical levels guide others to mobilize all parts of the business to achieve objectives. In short, they create the connection between strategic thinking and what works on the ground, providing critical line of sight for executives.
Too many – or worse, competing – priorities divert attention and resources, diluting each one’s potential for significant strategic impact. Peter Drucker often quoted W. Edward Deming who believed that “if you can't measure it, you can't manage it.” While I concur that measurement is important, it’s not the answer for keeping the work on track. Zenker agrees, citing Patrick Lencioni: “If everything’s important, nothing’s important.”
Cut through the noise of distraction.
Leaders must cut through the noise of distraction, whatever its source, to keep strategy moving forward. Naturally, this becomes both harder and more important when managing growth.
In periods of rapid growth, people are typically running as fast as they can simply to keep pace with the exciting influx of new work – orders, production, contracts, distribution, etc. When growth stabilizes or stalls, many feel compelled to pursue the next cool thing that pops up. This is the classic “shiny object” effect.
Both situations often prompt focus. Yet is it appropriate focus?
The kind of focus you need to achieve objectives.
Whether growth is rapid or slow, inappropriate focus favors short-term thinking and action. Even when these deliver satisfactory results, such behaviors are typically not sustainable. Furthermore, they disconnect the work that’s happening on the ground, the Tactical level, from the other levels of strategy. In my experience, the disconnect compounds over time, obscuring both strategic priorities and your vision – taking these out of focus.
Appropriate focus blocks out the noise and illuminates strategy – at all levels. It is the kind of focus you need to achieve objectives.
When it’s a question of mastering focus, the executives I advise ask:
What’s the one thing you’re doing right now that delivers the most value for customers today and for the future?
Discover how to Wrangle the Distractions to Drive Strategy.
[1] For more, see Strategic Planning in my book, Charting the Course: CEO Tools to Align Strategy and Operations, page 100.