3 Pitfalls of the DIY Approach to Strategy Development
Making a decision to engage a professional to help develop your strategy may seem like a lavish investment, yet here are common pitfalls to avoid...
3 min read
Cecilia Lynch Sep 13, 2024 10:30:00 AM
In today's fast-paced world, multitasking has become synonymous with productivity. We pride ourselves on juggling multiple tasks simultaneously, believing it's the key to getting more done. However, research and real-world experience are increasingly challenging this widely accepted notion. As an expert with over two decades in strategy development, I've witnessed firsthand how this trend has not only failed to increase productivity but has also significantly impaired strategic thinking.The Multitasking Myth
Multitasking, once heralded as a skill of the highly productive, has been pushed to extreme levels by our increasing reliance on technology. We've become so accustomed to dividing our attention that it's now the norm to respond to emails during meetings, scroll through social media while working on projects, or even text while driving – a behavior so dangerous that laws have been enacted to curb it.
But here's the reality check: our brains aren't wired for multitasking. What we perceive as simultaneous task execution is actually rapid task-switching, and it comes at a cost. Each switch requires our brain to refocus, leading to mental fatigue and decreased efficiency. Studies have shown that multitasking can reduce productivity by as much as 40% and even temporarily lower IQ scores.
The Impact on Strategic Thinking
The negative effects of multitasking extend beyond day-to-day tasks, significantly impairing our ability to engage in deep, strategic thinking. Strategic planning requires focus, creativity, and the ability to consider complex scenarios – all of which are compromised when our attention is divided.
In my years of experience facilitating strategic planning sessions, I've observed two common scenarios where multitasking hinders the process:
Scenario 1: The Leader as Facilitator
When a company's leader – be it the CEO, President, or Board Chair – takes on the role of facilitator in strategic planning sessions, they're attempting to multitask in a high-stakes environment. This approach, while well-intentioned, often backfires for several reasons:
Scenario 2: The Team Member as Facilitator
The second common approach is to have a member of the leadership team with process training or planning experience lead the strategic discussions. While this may seem like a compromise, it still presents significant challenges:
The Cost of Multitasking in Strategic Planning
The impact of these multitasking attempts in strategic planning can be substantial:
The Alternative: Focused Strategic Planning
To overcome these challenges and maximize the effectiveness of strategic planning sessions, consider the following approaches:
Conclusion: Embracing Focused Strategy Development
In an age where multitasking is often celebrated, it's crucial to recognize its limitations, especially in the realm of strategic planning. By acknowledging that wearing multiple hats rarely produces optimal results, organizations can create an environment conducive to deep, creative thinking and effective strategy development.
Remember, the goal of strategic planning is not just to have a plan but to have the best possible plan. This requires giving the process the focused attention it deserves. By moving away from the multitasking mindset and embracing focused, dedicated strategic thinking, organizations can unlock their full potential for innovation and growth.
In the end, when it comes to developing strategies that will shape your organization's future, doing less – in terms of multitasking – truly can lead to achieving more.
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