How focus decline erodes your strategy.
photo by You X Ventures on Unsplash
One of the biggest (if not THE biggest) issues facing business trying to execute on strategy is access to focussed attention span.
This isn’t new. In my observation this issue grows alongside of rapid technology advancement, which is steadily accelerating the rate of change in business processes making it difficult to keep pace within the marketplace.
Focus requires mind space.
I use a MacBook Air and after the last automatic update on the weekend, my computer memory is almost full. That means, depending on the size of the next update, my computer will slowly start to underperform because it doesn’t have the capacity to keep up with the software updates. I can’t put more memory into it because it’s too thin so that means I will be forced to replace it to keep up with the changes.
Similar to the operating system “other” GB category on my computer memory bar, Covid has increased the demand on our cognitive attention by gobbling up valuable mindspace to navigate our new environment and increased stress.
Our brains are full and our ability to focus and retain information is increasingly absent, creating challenges for teams responsible to execute on strategic objectives. Covid is putting into perspective the pieces of the “memory bar” that we have control over.
What can we control in the “memory bar”?
Approach to strategy and execution is area we can control. Its common to see businesses struggle with the erosion of discipline to stick to the strategy they’ve created. When priorities constantly shift and new initiatives are added as the year rolls on, its difficult to get traction. If leaders are unable to maintain discipline and focus on one or two initiatives in a year, imagine how unfocussed their teams are trying to deliver on these objectives. Multiply that across a large organization and you have a serious erosion of delivery.
Employees watch this cycle and become more and more disillusioned with the organization’s ability to achieve priorities and overall vision. With too many priorities and expanding projects, they lose the ability to perform at a high level.
Cue the annual employee survey which shows engagement and job satisfaction is down… again. Sound familiar?
If you recognize your business in the above example, know that it doesn’t have to be this way.
Focus only on what is essential.
You can reduce focus attrition by starting with these three actions:
Assess – Take a look at the strategic objectives you have identified for the year (or whatever timeline you have set) and pare them back to what is essential. When employees are clear on what’s expected and given time and support to complete it - performance, job satisfaction and engagement go up. As leader, the key is to stick to the strategy. Be disciplined, never waiver. If you are huffing with disbelief right now, you may want to check yourself - who is pushing your focus beyond what is reasonably attainable for you?
Prioritize – Commit to your prioritized tasks no matter what (emergencies excluded). Refuse to add more initiatives as the year moves on and stay committed to the assigned resources until the objectives are achieved. Some organizations are really good at justifying the need to shift goals mid flight or increase scope. Resist developing this habit. Remain disciplined in your support and direction and your team will thank you for it by achieving targets and turning in good work.
Behave it, don’t just say it – This is most often missed. Your day-to-day actions must be a visible example of your focus and commitment to the strategic objectives. Any contrary messaging, lack of commitment or support erodes the clarity of your team. Confident leaders produce confident teams, who then are able to perform at their highest capacity.
As Greg McKeon points out in his best seller “Essentialism”, multi-tasking is doable, multi-focussing is not. Get in the habit of creating strategic plans that are attainable by having the discipline to set realistic objectives and timelines that your team takes committed ownership of, no exceptions.
And remember, don’t sabotage your own strategy by adding initiatives and changing priorities.
Would you like help on strategies to build focus for you or your team? Click here.
