Beware the 'Created Crisis'

The late Stephen Covey was known for stressing that we should endeavor to “keep the main thing, the main thing.” Hard to argue against the logic of that. Why then do so many CEOs and their executive teams find themselves distracted by what I call “the mess of the moment”?

Having a well-thought-out plan, with milestone dates, specific targets, clear assignments of responsibility, and allocation of resources (the most valuable of which is time) is an essential first step in establishing clarity and confidence. Quarterly update sessions (where progress is reviewed, issues/obstacles/opportunities are prioritized and an itemized list of “must do’s" are set for the next quarter) are an invaluable way to stay focused on the most impactful items while weeding out those pesky matters that seem to crop up on an almost daily (hourly?) basis.

Not long ago, a company owner asked me if I’d like to tour their manufacturing facility. They’re a specialty printing company with a number of niche products. I asked about the primary product that is manufactured there. “Crises, primarily” was the response. He went on to tell me that the plant manager was often heard to say that a major part of his job was to “put out fires.” I told the owner, “Show me someone who says they’re good at putting our fires, and I’ll show you an arsonist!”

Organizational distractions can take many forms and usually come disguised as “urgent matters” that must be addressed right away. While this may happen from time to time, (and some are legitimate) when this becomes the rule rather than the exception, something else may be at work.

Distractions and diversions can be a convenient way to avoid confronting the fact that certain assigned responsibilities are going unmet. They often provide an easy rationalization of what amounts to a lack of commitment, accountability and focus on matters that may be far more difficult but nevertheless are necessary to move the enterprise forward. And it can create an easy and comfortable place for “C” players to hide.

Even more reason why clear, concise planning combined with structured, professionally facilitated quarterly follow-up meetings are so valuable. In fact, a structured planning process with robust and thorough quarterly reviews (accountability sessions) is viewed as necessary to the best performing organizations. Many CEOs cite this approach as a game changer for their organization.

Why not commit now to a better, results-driven approach to planning?

For more information, including ways you can get started, contact me at joe@ajstrategy.com.