Three Ways to Avoid Driving Your Strategy in the Dark

When I was in high school, I asked my mom to look over a paper I’d written the night before the deadline. She asked me, “Do you want me to tell you how great it is? Or do you want to know what I really think? It may take a little more time.”

That question may apply to a lot of us these days. Turn on the news and we regularly see people talking over others (or heck, even jumping on stage and hitting them!) if they hold different opinions.

We all have people in our lives whose views differ from our own — both at work and in our personal lives. But we may not actually want to take the time to listen. It’s just too — uncomfortable.

The Netflix documentary “The Social Dilemma” disturbingly points out that online engines using artificial intelligence intentionally keep us in our own bubbles, so we start to believe “everyone likes” our own point of view. And we stop listening.

NOT seeking out and listening to opinions different than ours is like driving in the dark with our headlights off — it may be exciting, but it could end very badly!

If we don’t know, or don’t want to know, what other people think and why they came to that view, we can be caught surprised by actions they take — or the actions they do NOT take.

In my work with CEOs, boards, and leadership teams launching new strategies, the same thing happens. The thinking goes:

“We’ve got this big awesome (perfect) idea to make the world better (e.g. new strategy/ program/ technology/ offering/ company/ movement). Everyone (in our bubble) agrees this (obviously) makes sense. Let’s go!”

But assuming people will agree with your new direction — and will join you! — is RISKY.

Launching without systematically listening to the perspectives of your employees/ customers/ members/ funders/ partners/ supporters/ ecosystem can cause even the best strategy to run into a brick wall.

Many impressive strategies born in a corner office or at a kitchen table have failed when they hit the cold bright light of “I just don’t get it.”

The difficult truth is that people critical to the success of your new strategy may not understand or be interested, willing, or motivated to take the actions you need them to take to achieve what you view as an important worthy goal.

If you’re leading a new high-stakes strategy, here are three ways you can de-risk it by “turning on your headlights”:

1. Clarify WHO needs to take action.

Start by listing all the people/roles/organizations that need to take action for you to be successful. Not just the “usual suspects” (or people INSIDE your bubble) but ALL those who could have an impact and need to be bought in — or at least not stand in your way — if you are to be successful.

Don’t stop with employees, but consider ALL those who need to do something NEW if you are going to be able to deliver on your promise. Consider your suppliers, your channels, your partners, your funders, your community — and definitely your customers!

Getting a diversity of perspectives up-front ensures you aren’t fooling yourself in your bubble.

2. LISTEN objectively and humbly.

Find out as early as you can: “What will these people need to know, understand and believe in order to take action with us?”

As you listen, challenge yourself: “Am I listening objectively?” “What assumptions did I make that are not proving true?” “Are my own biases or emotions filtering out what they’re telling me?”

3. ADAPT your strategy in light of what you learn.

Warning: Turning on your headlights may show you some pretty ugly potholes in the road ahead!

One common mistake many leaders make when launching a new strategy (especially when they are emotionally invested in their own wonderful new idea) is to dismiss feedback that is contrary.

“These folks are really not informed enough to give us quality feedback.” Or, “This is just a one-off concern.” Or “I expected that — they just don’t want to accept change.”

But you can save time, reduce wasted costs, and avoid frustration if you are willing to consider these views and address different perspectives and concerns upfront.

Check your emotions at the door and ask yourself objectively, “What about these concerns has even a shred of truth?” “What would it take to address these concerns?” “Could change to address this issue have any other benefits?”

• It may be as simple as clarifying your message. Or tweaking your implementation process to be more straightforward and easier to understand.
• It could be that you need to re-think your target market and focus on those that are more concerned about the problem you are solving.
• And yes, by listening to feedback and views you don’t agree with, you may find your original assumptions are flawed. It may even force you to step back and completely re-think your strategy. This may be disappointing, but think of how much energy and time and frustration and embarrassment and costs you will avoid by not driving into a wall!

But whatever you do — ignore what you see in the headlights at your peril!

Just as when my mom asked me, “Do you want me to tell you how great it is? Or do you want to know what I really think?” — I have come to realize a hard truth:

It can be exhausting and disappointing that others aren’t as excited about our own big ideas. It’s much more comfortable to stay in our own bubble and not even acknowledge contrary views. Or to dismiss those views and drive on our way in the dark.

But if we learn to intentionally and consistently “turn on our headlights” and actually SEEK contrary feedback, we get the opportunity to adjust our course. And avoid the risk of a really great strategy going right off the road.

I look forward to hearing about the insights you are able to see.

Safe driving!

– Susan

ABOUT:

Susan Schramm is on a mission to equip and energize leaders who are changing the world. Susan is Founder of Go To Market Impact, a business consultancy that helps leaders driving high-stakes strategies to get results faster. Susan writes about practical ways to move forward when you are leading a new strategy or getting one back on track.

This article was originally posted May 1, 2022.