primary test of leadership

Grading the importance of various initiatives in an environment of finite resources is a primary test of leadership.

Derek Lidow

"A Better Way to Set Strategic Priorities," Harvard Business Review. February 13, 2017

avoid priority proliferation

To avoid priority proliferation, managers can inject discipline into the prioritization process by making choices more explicitly and systematically. At Diageo Ireland, for instance, issues are triaged into one of three categories: soft opportunities or threats, which receive ongoing monitoring but no action; hard opportunities or threats, which require immediate action and become a priority within the company; and nonissues, which are dropped from the agenda. Teams can also adopt a small set of simple rules to guide the prioritization process. Consider All America Latina Logistica S.A., which began life as a privatized branch of Brazil’s freight railway. The new company had only $15 million for capital spending to offset decades of underinvestment. So, to select from among countless capital budgeting proposals, management adopted a set of simple rules, such as “eliminate bottlenecks to growing revenues,” “lowest up-front cash beats highest net present value” and “reuse of existing resources beats acquiring new.”

Donald N. Sull

"Closing the Gap Between Strategy and Execution," MIT Sloan Management Review. July 1, 2007

clear priorities

Leaders who execute focus on a very few clear priorities that everyone can grasp. Why just a few? First, anybody who thinks through the logic of a business will see that focusing on three or four priorities will produce the best results from the resources at hand. Second, people in contemporary organizations need a small number of clear priorities to execute well. In an old-fashioned hierarchical company, this wasn't so much of a problem - people generally knew what to do, because the orders can down through the chain of command. But when decision making is decentralized or highly fragmented, as in a matrix organization, people at many levels have to make endless trade-offs. There's competition for resources, and ambiguity over decision rights and working relationships. Without carefully thought-out and clear priorities, people can get bogged down in warfare over who gets what and why. 

A leader who says "I've got ten priorities" doesn't know what he's talking about - he doesn't know himself what the most important things are. You've got to have these few, clearly realistic goals and priorities, which will influence the overall performance of the company. 

Larry Bossidy & Ram Charan

Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan with Charles Burck. 2002. Crown Business, NY, NY. p. 69

a leader's most important job

Many people regard execution as detail work that's beneath the dignity of a business leader. That's wrong. To the contrary, it's a leader's most important job.

Larry Bossidy

Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan with Charles Burck. 2002. Crown Business, NY, NY. p. 1

i do things that give me energy

How often do you come home exhausted from work, as if all the energy has been drained right out of you? How do you feel about performing the rest of your day? Do you have enough energy to give to your spouse, your kids, or your hobbies? 

Probably not. When you're feeling drained, it's hard to muster up the energy even to do the things that you love. I know because I talk to people like this every time I deliver a keynote. Afterward, a few people will always come up to me and say they wish they had my energy. Then they'll ask where it all comes from.

My answer is simple: I do things that give me energy.

Jesse Cole

Fans First: Change The Game, Break the Rules & Create an Unforgettable Experience by Jesse Cole. Lioncrest. 2022.

organizations launching multiple change programs

What should organizations launching multiple change programs do differently? First and foremost, they should take the holistic view. The top management team (TMT) orchestrating change management should draw up a map of all the initiatives, planned or ongoing, occurring within the organization. This map should incorporate all of the vantage points that matter: not only the perspectives of top management, but also those of middle management and front-line employees. Middle managers and employees may perceive inconsistencies among these change initiatives more clearly than TMTs can, and they may well offer practical ideas about how to address inconsistencies upfront.

Once the organization has mapped out all employees’ perceptions of inconsistency in various initiatives, it should consider how to address these inconsistencies from the start. TMTs can stay ahead of the game by preparing a clear, consistent communication narrative explaining the necessity for multiple initiatives as opposed to one, detailing exactly how they fit together. Such a narrative can preempt the perception of inconsistency on all three levels: content, procedure, and normative expectations.

The timing and pacing of each initiative are additional key considerations. TMTs should have a clear idea of which initiatives can be wrapped up quickly and which may take years — and when to launch or stop each one. With a clearer time frame, they can ward off inconsistency by ensuring, for example, that one team isn’t assigned two conflicting tasks at the same time or that teams aren’t saddled with a storm of changes that could overwhelm their capacity.

TMTs should also monitor whether each key initiative has been allocated adequate resources. Remember that strategic change is exhausting, and periods of high activity should be followed by intervals of rest or less-intense work. The alternative to careful timing may well be burnout, which is an even greater threat to change performance than inconsistency.

Ultimately, successful change managers shift their focus from single initiatives to the dynamics among multiple initiatives. A successful transformation typically does not rely on any single change initiative but emerges from the careful management of multiple, integrated initiatives that interact and reinforce one another over time. One key success factor is to be alert to emerging inconsistencies among various initiatives regarding content, procedures, and normative expectations. These emerging inconsistencies can cause initial supporters to resist change, ultimately undermining the initiatives. Instead, taking the deliberate, comprehensive approach described here can drive your success in leading change.

Quy Nguyen Huy, Rouven Kanitz, Julia Backmann, and Martin Hoegl

"How to Reduce the Risk of Colliding Change Initiatives," MITSloan Management Review. June 3, 2021

multiple, simultaneous efforts

Most prescriptions for organizational change have focused on how to launch a single change initiative. This made sense in a stable world in which undertakings were planned and executed gradually and sequentially — like controllers directing airplanes taking off on a single runway, one at a time and well distanced from one another. However, the challenges of coping with dynamic markets, global crises, and advancing technologies are forcing organizations to transform quickly, which can require multiple, simultaneous efforts on several fronts. When time-pressured controllers launch many airplanes in close succession, the risk of collision increases significantly. Yet change managers have a very limited understanding of how such “collisions” happen or how to reduce those risks.

Failure to manage interrelationships between change initiatives can generate poor overall performance in three ways. First, it can lead to a large number of seemingly discrete initiatives with unclear prioritization and insufficient resources allocated for implementation. Second, it creates misaligned incentives for managers whose concern for their own key performance indicators inhibits cooperation across departmental siloes, when cooperation could better generate the desired benefits. Third, it prevents managers from perceiving connections between their own initiatives and those occurring elsewhere in the organization, creating unexpected conflicts about resource allocation or the timing of implementation. These conflicts undermine each change initiative and decrease overall corporate performance.

Quy Nguyen Huy, Rouven Kanitz, Julia Backmann, and Martin Hoegl

"How to Reduce the Risk of Colliding Change Initiatives," MITSloan Management Review. June 3, 2021

prioritized change

Prioritized change means leaders show employees where to invest their energy by communicating their backlog of priorities, including change initiatives. Without such guidance, employees are likely to give 110% for each change, resulting in a blowout.

Many leadership teams already rank the most important organizational projects and initiatives, but that knowledge often isn’t shared beyond leadership team discussions. Communicating this more broadly can help teams more effectively manage their energy and efforts.

Cian O Morain and Peter Aykens

"Employees Are Losing Patience with Change Initiatives," Harvard Business Review. May 9, 2023

a nudge

A nudge is an intervention that maintains freedom of choice but steers people in a particular direction. A tax isn’t a nudge. A subsidy isn’t a nudge. A mandate isn’t a nudge. And a ban isn’t a nudge. A warning is a nudge: “If you swim at this beach, the current is high, and it might be dangerous.” You’re being nudged not to swim, but you can. When you’re given information about the number of fat calories in a cheeseburger, that is a nudge. If a utility company sends something two days before a bill is due, saying that “You should pay now, or you are going to incur a late fee,” that is a nudge. You can say no, but it’s probably not in your best interest to do so. Nudges help people deal with a fact about the human brain—which is that we have limited attention. The number of things that we can devote attention to in a day or an hour or a year is lower than the number of things we should devote attention to. A nudge can get us to pay attention.

Cass Sunstein

"Much anew about ‘nudging’," by Roberta Fusaro and Julia Sperling-Magro. mckinsey.com. August 6, 2021. 

concentrate every minute like a roman

Concentrate every minute like a Roman – like a man – on doing what’s in front of you with precise and genuine seriousness, tenderly, willingly, with justice. And on freeing yourself from all other distractions. Yes, you can – if you do everything as if it were the last thing you were doing in your life, and stop being aimless, stop letting your emotions override and what your mind tells you, stop being hypocritical, self-centered, irritable. You see how few things you have to do to live a satisfying and reverent life? If you can manage this, that’s all even the gods can ask of you.

Marcus Aurelius

Meditations by Marcus Aurelius. Modern Library. 2003. p.18, Book 2, #5. Also see The Internet Classics Archive | The Meditations by Marcus Aurelius (mit.edu)

the best thing is subtraction

Shopify will be eliminating all recurring meetings involving more than two people in a bid to give employees more time to work on other tasks, Kaz Nejatian, vice president of product and chief operating officer at Shopify told employees in a Tuesday email viewed by Fortune.

The changes, which are effective immediately, will also see no events at all scheduled on Wednesdays, while any large meetings involving more than 50 people can only be held on Thursdays between 11 a.m. and 5 p.m. Eastern Time. Big meetings are limited to one per week.

The changes to Shopify’s operating structure will eliminate 10,000 company events or the equivalent of more than 76,500 hours of meetings, a company spokesperson told Fortune.

Nejatian called the policy change a “useful subtraction,” which would free employees from excessive amounts of time currently spent in meetings. In his email to employees on Tuesday, he urged them not to add any meetings back to their calendars for at least two weeks, and to be “really critical” when deciding whether to add a meeting back to schedules at all.

Shopify CEO Lütke referred to the approach as a “calendar purge” in a statement to Fortune.

“The best thing founders can do is subtraction,” he in a recent interview with The Knowledge Project Podcast. “It’s much easier to add things than to remove things. If you say yes to a thing, you actually say no to every other thing you could have done with that period of time.”

Tristan Bove

"Shopify is axing all meetings involving more than two people in a remote work ‘calendar purge’ that the company itself calls ‘fast and chaotic’," Fortune. Jan. 4, 2023

a clear path to a lesser goal

“We are kept from our goal not by obstacles but by a clear path to a lesser goal.” ― Robert Brault

Growth requires you to lose something. 

 

Like a crab shedding its previous shell, growth requires letting go of a past version of yourself so that you can grow into something bigger and better. It requires letting go of past goals and past dreams. It may require changing your mind or admitting you were wrong...

How to Let Go of Lesser Goals... Ask...  

What do I want so much that I’d be willing to give up what I have right now for it? Gaining the courage to invest in a future version of yourself becomes easier when you identify something you want even more than what you have now. 

Greg McKeown

"How to Let Go of Lesser Goals," 1 Minute Wednesdays. October 19, 2022

set your priorities by design

“What man actually needs is not a tensionless state but rather the striving and struggling for some goal worthy of him. What he needs is not the discharge of tension at any cost, but the call of a potential meaning waiting to be fulfilled by him.” -  Viktor Frankl

The great and unfortunate reality of life is there are vastly more things expected of us, asked of us, and hoped for by us than we can possibly do with our limited time and resources. 

It is tempting to prioritize everything. But when we do this, we end up having no priorities. Instead, we find ourselves prioritizing whatever is in front of us.

This undisciplined approach leads to our priorities being set by default. The antidote, of course, is to set your priorities by design. 

Here are three steps (and the questions to ask) that can help you when you are trying to prioritize. They work when applied to your business, your career, or your family:

1. Realize I can’t do everything. (What’s Important to me?)
2. Focus on areas where I can do the most good. (Where will my effort be best spent?) 
3. List possible actions I can take that will make a difference. (What can I do?)

When we focus on just a few important things, our effort makes a bigger difference and is more meaningful. 

Greg McKeown

1 Minute Wednesday. October 5, 2022

what matters to you today?

Do you know what matters to you today?

Recently I spent time with 1,200 senior business leaders. During our discussion, I asked these leaders, "Who here today spent 10 minutes making a list of what matters to you and put it in priority order before you hit your day?"

Between all of those people, I would say less than ten people had done it. 

That's shocking to me. 

Greg McKeown

1 Habit That Will Change Your Day by Greg McKeown. The Essentialist weekly newsletter. September 28, 2022

fewer things done better

LinkedIn CEO Jeff Weiner sees "fewer things done better" as the most powerful mechanism for leadership. When he took the reins of the company he could easily have adopted the standard operating procedure of most Silicon Valley start-ups and tried to pursue everything. Instead, he said no to really good opportunities in order to pursue only the very best ones. He uses the acronym FCS (a.k.a. FOCUS) to teach his philosophy to his employees. The letters stand for "Fewer things done better," "Communicating the right information to the right people at the right time," and "Speed and quality of decision making." Indeed, this is what it means to lead essentially.

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.239.

the way of the essentialist

The way of the Nonessentialist is to go big on everything: to try to do it all, have it all, fit it all in. The Nonessentialist operates under the false logic that the more he strives, the more he will achieve, but the reality is, the more we reach for the stars, the harder it is to get ourselves off the ground. 

The way of the Essentialist is different. Instead of trying to accomplish it all - and all at once - and flaring out, the Essentialist starts small and celebrates progress. Instead of going for the big, flashy wins that don't really matter, the Essentialist pursues small and simple wins in areas that are essential. 

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.194, 195.

"to cut" or "to kill"

The Latin root of the word decision - cis or cid - literally means "to cut" or "to kill." 

You can see this in the words like scissors, homicide, or fratricide. Since ultimately, having fewer options actually makes a decision "easier on the eye and the brain," we must summon the discipline to get rid of options or activities that may be good, or even really good, but that get in the way. Yes, making the choice to eliminate something good can be painful. But eventually, every cut produces joy - maybe not in the moment but afterwards, when we realize that every additional moment we have gained can be spent on something better. That may be one reason why Stephen King has written, "To write is human, to edit is divine."

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.159.

chief editor of the company

 

Jack Dorsey is best known as the creator of Twitter and as the founder and CEO of Square, a mobile payments company. His Essentialist approach to management is a relatively rare one. At a dinner I attended recently where he spoke, he said he thinks of the role of CEO as being the chief editor of the company. At another event at Stanford, he explained further: "By editorial I mean there are a thousand things we could be doing. But there are only one or two that are important. And all of these ideas... and inputs from engineers, support people, designers are going to constantly flood what we should be doing... As an editor I am constantly taking these inputs and deciding the one, or intersection of a few, that make sense for what we are doing.

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.156, 157.

denying the request / denying the person

 

When people ask us to do something, we can confuse the request with our relationship with them. Sometimes they seem so interconnected, we forget that denying the request is not the same as denying the person. Only once we separate the decision from the relationship can we make a clear decision and then separately find the courage and compassion to communicate it.

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.137.

because they say no

Peter Drucker, in my view the father of modern management  thinking, was also a master of the art of the graceful no. When Mihaly Csikszentmihalyi, the Hungarian professor most well known for his work on "flow," reached out to interview a series of creative individuals for a book he was writing on creativity, Drucker's response was interesting enough to Mihaly that he quoted it verbatim: 

I am greatly honored and flattered by your kind letter of February 14th - for I have admired you and your work for many years, and I have learned much from it. But, my dear Professor Csikszentmihalyi, I am afraid I have to disappoint you. I could not possibly answer your questions. I am told I am creative- I don't know what that means. I just keep on plodding.... I hope you will not think me presumptuous or rude if I say that one of the secrets of productivity (in which I believe whereas I do not believe in creativity) is to have a VERY BIG waste paper basket to take care of ALL invitations such as yours - productivity in my experience consists of NOT doing anything that helps the work of other people but to spend all one's time on the work the Good Lord has fitted one to do, and to do well.

A true Essentialist, Peter Drucker believed that "people are effective because they say no." 

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.135, 136.