Avoiding Decisions
Letting go of what is to imagine what might be.
Change depends on practical thinking.
Transforming what might be into what is.
The real skill is being able to leap between the two.
Have you ever noticed how strategy conversations often remain stuck in abstract terms? What at first sounds like strategic big-picture thinking, can rapidly become subconscious decision-making avoidance.
If the suggested strategy is the abstract aim to be customer-centric, it’s likely to safely meet with general approval. Without actually being strategic, given that strategy is a plan of action to achieve major aims. Like taking a strategic risk by suggesting that customers could join your next meeting – then actually doing this.
When you strategically progress blue-sky concepts into concrete actions, it unavoidably involves risk.
The possibility of being wrong. But more importantly the possibility of being right.
Strategically leaping between what once was.
And what now is.