Knee-jerk responses are common, but they rarely work. Leadership teams impose tighter controls in the form of more governance and reporting or focus effort within the organization as if they can insulate themselves from external developments. In doing so, they reduce the organization’s ability to respond to new information that could improve the strategy. They can also encourage people to
out of frustration — for example, by engaging in unethical activities or choosing to leave the organization.Delve into the distractions.If you’re noticing that you or your team are getting distracted, call it out. It might be obvious — maybe you’re working on projects that aren’t aligned with the strategy, or you’re spending too much time discussing the implications of an external event with colleagues.
Next, describe the distraction. Ask what your team is doing that isn’t aligned with the strategy and consider the significance of the distraction. ThisConsider your energy and mood, too.
and in need of an opportunity to recharge and refocus? Or are you feeling unhappy with your project, role, or prospects?Once you’ve described the distractions, work out what they’re telling you.
Digging into the causes of the distractions — whether you consider them helpful or not — tells you what, if anything, to change in the strategy and culture of the organization.Leadership commitment: Insecure or indecisive leaders who continually change focus encourage others to do the same.or past successes, can lead to straying into unchartered, risky territory.