Hidden Barriers
Predictable patterns to work through
A leader working on a new strategy needs a way to bring order out of what can easily become a chaotic discussion. And, as important, needs to uncover the most fundamental issues that can risk derailing all the good efforts.
After working through dozens of these discussions – as a leader and consultant – I have observed a predictable pattern. Once understood, the leader is in a much stronger position to navigate the debate.
Most leadership teams work their way through three layers of increasingly challenging discussions.
1. What to do. These are the classic strategic questions – where and how to compete. What markets, customers, products, pricing, and service levels? How much do we invest and what should be our organization and cost structure? These questions are generally rooted in rational arguments, and subject to proven analytic tools and approaches.
2. How to do it. Judgement plays an increasing role here. How do we organize ourselves to get the whole company consistently executing the new strategy? Do we work in a “business as usual” style – assigning tasks to key functions and departments? Or do we need cross-functional teams and corporate-wide task forces and initiatives to drive the change? And do we want to harness any of the methodologies that have sprung up to support strategy implementation - Agile, Quality Management , Lean, Re-engineering to name just a few. Most teams work their way to a consensus here.
3. “Hidden Barriers”. These are the deepest and most complex issues to address as a leader – as they involve emotions, beliefs, assumptions and cultural biases. Will I lose or gain power? Do I have the skills to succeed? How will this affect my compensation and career prospects? Is this the type of company I want to be part of? (See box for actual examples and quotes I have encountered.) A successful leader must recognize when these issues are in play and be comfortable getting them on the table – either in 1:1 or group discussions.
All three of these discussions are important and critical to resolve. But don’t stop after the “what and how.” Make sure to examine and address the “hidden barriers” or risk undermining the new strategic direction.
HIDDEN BARRIERS: Real Life Examples
Language: “the thought of empowerment makes me vomit”
Assumptions: “they can’t be trusted”
Fears: “if I try this I may not look good”
Unexamined experiences or biases: “I tried it before and it didn’t work”
Power: “How will change affect my position?”