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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 a recent episode of Growth Igniters Radio, during which 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 and her work here.)
Zenker’s approach emerged from her own need to be more effective and navigate the myriad distractions that pulled her away 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—and 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 you need to achieve objectives?
During rapid growth, teams concentrate on the next task needed to get the product/service into the hands of customers. Slow growth may shift attention to things that deliver immediate results. While these approaches are focused, they cultivate short-term thinking and action that may or may not achieve your objectives. In fact, while near-term results may appear to be good or satisfactory, the short-term behavior is not sustainable. It can derail strategy. You and your team are so busy coping with the immediate that the longer term—your destination—gets lost.
Focus on value.
When distractions threaten to overtake performance, I advise leaders to do just one thing: focus on value. The idea is so important, it’s the theme of an episode of Strategy In A Minute.
Of everything you are doing right now, what’s the one thing that delivers the most value for customers today and for the future?
Noise of distraction is not solely an individual problem.
Individuals can take steps to wrangle the distractions and enhance their own focus. For example, Zenker advocates adopting a reset mindset, and it’s at the core of her work. Yet, the noise of distraction is not solely an individual problem. It can permeate teams as well. It may seem as if myriad things attract each other and coalesce to create a tunnel of distraction. What’s coming at you is not water from a fire hose. Instead, it’s a constant stream of possibly—though not certainly—relevant information, data, opportunities, threats, ideas and more.
Leaders must navigate the noise for themselves first. In doing so, they also model the behaviors and decisions that make it easier for the entire team to focus. Importantly, leaders that guide their teams to focus on value—persistently, actively and with intention—create productive habits that accelerate performance. They cultivate appropriate focus that feeds the short-term and sustains the long-term to keep strategy on track.
When it’s a question of focus, focus on value.
[1] For more, see Strategic Planning in my book, Charting the Course: CEO Tools to Align Strategy and Operations, page 100.
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