The Art of the Pivot
Sometimes we simply need to adjust course. We can already tell that our current trajectory seems to be leading towards undesirable destinations and consequences. If we want a different outcome, what we do next matters. We need to take action now to change what future is more/most likely to occur.
Here's the rub: even taking this different/better action will have consequence. Since we are usually acting together with others, our course correction may affect them in a variety of ways, influencing their: inputs, priorities, expectations, resource allocation, timetables, commitments, new coordination of action, etc. Only by zooming out (shifting perspective) and looking more systemically and systematically will we be thorough enough to see what other people and parts of the system are affected and will require a heads up, even a negotiation. This is one way responsibility can look.
Another potential consequence is that our pivot may trigger negative assessments for others as well as for ourselves. A client, for example, may think that our change means that we have failed or are failing them. We may have a similar interpretation. A responsible approach must address this, since part of our job is to set and manage others’ expectations as part of the context of doing good work together. Reframing, a useful technique, can be used with the client and with oneself too to enable a better point of view.
Here is a real example. I had a project to develop a key product team to be high performing. As part of the initial contracting, I identified underlying assumptions (about attendance and participation) that needed to be met if our work was to be successful. Despite best efforts and only three sessions into the project, several of those assumptions didn’t hold and the level of engagement and learning was below standard. A critical session was scheduled for the coming week. Continuing on the current, proscribed path would probably underleverage this opportunity. Overall, the project was likely to deliver a poor customer experience, partial success at best, and a diminished return on investment (ROI).
I spoke with the Team Leader, shared my and declared the breakdown; he concurred. I requested a conversation with him, the Chief Operating Officer (COO and project sponsor) and the Chief Executive Officer (CEO) as soon as possible to understand the situation, then co-design a new path forward. Co-design had been built into the development of the project.
We were able to schedule a meeting the following Monday, though the COO was unable to attend. When I spoke with the Team Leader and CEO, I explained the situation and the consequences as I understood them. Together, we agreed that it would be important to do a reset with all participants present. Down the road, all root causes would need to be addressed if the project was to be engaging and successful. Together, we developed a different timeline for the path forward. Part of the restart was likely to include a different mix of mechanisms (training, coaching, facilitation) and sequence to provide the learning experiences.
The course correction was viewed as a success in several ways. The early red flag reduced probable waste and rework. The new context was a better fit to the operational aspirations of the CEO. The emergent design was a better fit to the actual conditions where learning needed to occur. Systemic issues were identified that, when fixed, would make it easier for participants to make time for learning. And it now included leadership as an explicit group of participants and learners who also would need to engage and elevate their games.
Along the way, I (as coach and consultant) had to work through my concerns about failure and not looking good to my client. Part of being responsible was keeping the customer’s cares and concerns uppermost in our collective problem solving and decision making. Customer satisfaction and value received (a value-adding basis for looking good) would be connected to addressing all issues that mattered with grace and accountability, building trust, and delivering on the promise.
My colleague Joe Slatter, creator of Better Practice™, has observed that any continuous improvement effort has aspects of “buzz, bumps and better.” The “buzz” refers to the feeling we get and the atmosphere created when the team realizes good work, progress and/or success that happened en route. He suggests using the "buzz" to look forward, anticipate the next “bumps”, interruptions and/or breakdowns that will inevitably occur, and design for "better". How will we show up when we hit the next bump? What will we do in that moment that will be better than what we previously planned? Our collective learning curve is likely to reflect the emergence of “better and better, together.”
What do you hear in the above experience about pivoting and everything that goes with it? Where have you spoken up and stood for getting it right (or at least better)? Where have you been silent or, in hindsight, oblivious? What have been the consequences for all stakeholders? What has happened to trust?
I encourage you to share your perspectives and comments. Together, we have a lot to learn.
#selfleadership #designyourlife #pivot