As leaders, we frequently face problems that approach suddenly and unexpectedly. In my time over the years, I’ve learned to expect the unexpected, and to always have a plan ready for any potential problem that may hit my organization.
According to a recent Harvard Business Review article, Martin Reeves and Annalies O’Dea emphasize the necessity that strategy makers postpone the urge to immediately start analyzing and deciding right off the bat before considering two basic questions.
1. Is there a problem to be solved?
According to Reeves and O’Dea, many organizations get started on strategy-making too late because of a lack of awareness or sense of urgency that there is a challenge to be addressed. This issue happens for several reasons – when there is no obvious threat to current performance and when it appears that there is no challenge to be solved.
The key here is to get ahead of the game by identifying the problem at bat to its most simple degree. That means you should try to separate your internal biases when looking at the current reality. By continually challenging the hidden assumptions underpinning past success, you will be able to identify issues that may not appear to exist at surface level.
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