The second of The Three Big Shifts Every Leader Needs to Make that defines success for today’s leaders involves how we evaluate unexpected situations that are now so much more common.
In a certain world, we were trained to approach challenges in a methodical, disciplined way: lay out the pros and cons, gather data, create different scenarios, and consider all of our options. Then came a prolonged decision-making process that involved gathering input from all the appropriate stakeholders for input, evaluating more data, conducting a detailed risk analysis to narrow down the best options, and then and only then (hopefully!) making a decision.
However, when we are faced with an unexpected situation in today’s uncertain world, we can’t afford all of this time. Under pressure, we tend to default to our natural reaction to pause, which makes us feel “stuck” and unsure.
Here is an example of how one of my clients dealt with an unexpected situation.
As part of her company’s annual planning process, this executive would normally use the prolonged, detailed, data-driven approach we have all come to know as part of strategic planning, a process that most executive teams do not enjoy or look forward to. As part of their executive offsite where planning was featured, they would normally have completed some level of detailed analysis prior to the offsite.
But then the “unexpected” happened. A major company reorganization was announced just before their planning meeting. The easy option would be to stop, hit the virtual “pause” button, and wait for clarity on the potential impact of this change before proceeding with their planning exercise. But instead, she opted to see this unexpected change from a place of “what can be”, not a place of resignation or uncertainty.
Adopting a more positive mindset, the executive team members modified their process to include possible new scenarios, acknowledging that there might be more risk involved than they would normally tolerate. Most importantly, they used this as an opportunity to revisit their assumptions and open up the possibility of how a new organization could actually eliminate prior blockers and accelerate their progress.
We have all been taught to minimize risk and avoid the potential consequences of making mistakes. But in this environment, risk-taking is more acceptable now. And mistakes are part of this process of innovation and trying different approaches to expand what is possible.