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The Power of Keeping Your Word

In the past, the business world held a strong emphasis on keeping promises. Unfortunately, today, it seems that commitments are easily broken at the slightest inconvenience.

Many of us have witnessed this trend, even though there are occasional benefits when someone lets us off the hook. However, there’s a valid reason for concern. A corporate culture where trust in one’s word is waning can spell doom for the bottom line.

Consider this phrase: “I’ll do it because I said I would.” These words are rarely spoken in our modern times.

Instead, we find ourselves in a world that prizes authenticity and the bravery to share our innermost emotions. These qualities are essential for building trust on a personal level in the business world.

But there’s another, equally important kind of trust – one rooted in reliability, integrity, and trustworthiness. Think about a bridge from your childhood that holds sentimental value. You like to visit to kindle fond memories. However, driving across it becomes a different story if the structure has deteriorated.

All of this comes back to the requirement to keep promises, in a “no-matter- what” frame of mind.

An organization responsible for maintaining and certifying bridges essentially “promises” a safe experience. But this notion extends beyond bridges. Every company has its own set of standards that its audience relies upon.

Down at an individual level, we actually want employees to follow through on their commitments just because they said they would. Why? Because when they do, the organization operates effectively.

However, this character trait is becoming increasingly rare and is seldom discussed. Nevertheless, we all know individuals who embody unwavering reliability.

They show up on time, seldom forget their promises, and treat any lapses as grave execution errors. When mishaps occur, they immediately apologize and implement measures to prevent future repeats.

Where does this level of commitment come from? Unlike most, they take their word seriously, as if it truly matters.

But they may not always be seen as “nice” people. Instead, they often expect those around them to uphold similarly high standards, which can be somewhat annoying. Regrettably, they mistakenly assume that everyone is striving to keep their word.

They’re mistaken. Even though Donald Trump, for instance, frequently makes unfulfilled promises without facing consequences, it doesn’t seem to harm his popularity. Some even like him more for it, rewarding him with a growing follower count and lots of Likes.

Here are some reasons why following his lead might not be wise:

  1. The majority of people are not sociopaths. They care about others and are mindful of how their actions affect them. In your organization, it’s crucial to cultivate an awareness of the consequences of unfulfilled promises, both at the individual and corporate levels. Support your staff in comprehending and sensing the impact of their unmet obligations on all stakeholders, and take action with those who struggle in this regard.
  2. Habitually disregarding the importance of one’s word weakens personal power. It makes you feel like your fate is entirely determined by circumstances, leaving you feeling powerless. Over time, you may forget what it means to be a strong, dependable individual, which can negatively affect your mental well-being.
  3. When disinterested employees rise through the ranks, they propagate a dysfunctional service culture. Why? Because prioritizing others over oneself requires effort. Customers are often strangers, making service quality unpredictable. In most organizations, service levels depend on whether a customer encounters the right person on the right day.

In contrast, exceptional companies prioritize their customers’ welfare and go the extra mile. For them, service is a matter of personal and collective integrity – a facet of character worth nurturing and defending at all costs.

While finding individuals who consistently deliver at this high level is challenging, the benefits experienced by customers far outweigh the costs of attracting them.

In 2023, only a select few organizations can be trusted to consistently uphold their promises, but they become memorable. They’ve invested in building an internal culture of integrity, which serves as the foundation for exceptional service.

Note: the article was inspired by a Gleaner column by Francis Wade published on September 17, 2023

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How Long is the Ideal Strategic Planning Retreat?

How long is the ideal strategic planning retreat?

“Francis”, clients sometimes ask, “Why do you recommend a two-day strategy retreat?” Usually, they want to get the most from their workshop, but also don’t wish to waste a moment. After all, top executive time is quite expensive.

Assuming that your company has agreed to such a workshop, what’s the difference between one, two, or more days?

Decision-Making vs. Decision-Announcing

Sometimes, companies just want to announce decisions which have already been made…”Town Hall” style. In these settings, you intend to inform an audience at scale about something important. But you’re happy to answer a few questions and gain some initial support. Expectations are low. Participants don’t expect an open-ended dialogue on all aspects of the business.

We recommend that these short announcement-style meetings be held separately from “decision retreats”.

By contrast, the latter are designed to foster the most powerful, breakthrough conversations possible. The stakes are deliberately boosted so that extensive, game-changing resolutions can be made.

Jim Collins and Jerry Porras, authors of Built to Last, call them BHAGs – Big, Hairy Audacious Goals.

To facilitate these discussions, attendance needs to be limited to 18 people. In this way, your team can have all the necessary talks to come to consensus. Before leaving, you should ask for a clear show of support.

This is especially true for a strategic plan, hence the need for participants representing a wide range of disciplines. But there’s more.

Discomfort Thinking About the Future

In daily corporate life, only the CEO has the benefit of spending much of her time contemplating the future. After all, it’s her job. By contrast, other senior managers are more concerned about fixing everyday problems and meeting short-term targets.

Consequently, when she sits with her team at the retreat, she has a considerable head-start. Her thinking is far advanced. As such, in my role as a facilitator, I sometimes ask her to hold back, especially if she’s an extrovert. She has the knowledge and smarts to dominate the conversation from the first few minutes, but shouldn’t. Why?

Due to the nature of this unique gathering, it takes more time for her direct reports to shift gears from short-term to long. Also, they are more likely to be introverted, which means they need a chance to think quietly. Sometimes, they may be silent for the entire first day.

Unfortunately, in a single-day retreat, the event is over before they have even left the blocks. They literally drive home thinking about all the statements they wish they had made and questions they intended to ask.

The solution is to have a second day which can maximise the team’s overall commitment. Their emotional and social involvement in the process is the key to effective implementation.

Additionally, their most valuable insights are often not revealed until the second day. This impacts the quality of the strategic plan, which begs the inclusion of their ideas.

Only a multi-day retreat gives them at least one night to think. Here’s the best way to bring different thoughts together.

Start from a Blank Canvas – Together

Successful retreats with maximum buy-in all start the same way: they pull each attendees up to speed by crafting a common base of knowledge. This ensures that no-one has an “insider advantage.” Instead, subsequent ideas are based on a shared but informed “blank canvas”.

This is a far cry from meetings where the leader announces the end-result from the start. By so doing, he unwittingly reduces participants to foot-soldiers. Following his cue, they withhold their participation, wasting time and effort.

This doesn’t work, as they all need to play a part in crafting each decision, giving their all and their full attention. It’s the only way to tap into their functional knowledge and experience required by a sound strategic plan.

When these fundamentals are in place, there is no need for more than two days. Instead, you can plan for intense discussions from start to finish, which maintain momentum once it’s established.

Before the 2008 recession, clients used to expect three-day retreats as the norm, with relaxing and fun activities sprinkled throughout. That changed when budgets tightened.

But it was actually a benefit. Now, retreats are focused affairs intended to move the needle in the right direction in the shortest time possible. They require more than ever from all concerned, but the results are equally robust.

Finally, our study underway of 50 retreats producing 15-30-year strategic plans shows that two days are ideal. Given all the conflicting needs, it weaves the path and gives the company the greatest opportunity to have an effect in a single, concentrated effort.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search his prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

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What’s Your Business Legacy?

You don’t normally think for long about the lasting impact your actions have on unknown business colleagues. This is particularly true if they haven’t even been born. But is there a reason to consider far-future generations of leadership in your company?

Antonio Guterres, who heads up the U.N., recently wrote a letter to his unborn great-great-granddaughter…for delivery in 2100. He titled it a “Climate-Change Apology” and began with the following question: “Will you open this letter in a spirit of happiness and gratitude—or with disappointment and anger at my generation?”

He further admits that humanity is “losing the fight of our lives: the battle against climate upheaval that threatens our planet.” But why is he unsure about her reaction? Simple: today, he sees two paths ahead and doesn’t know which one we will take.

The first leads to a trail of destruction. The other trends to planetary salvation. Given the information, tools and technology at our disposal in 2023, both are possible.

At the end, he imagines her wondering quietly: “What did you do to save our planet when you had the chance?”

His commitment is familiar to all creators of interwoven short/long-term strategic plans. As facilitators, we help clients convert game-changing commitments into immediate actions. Here are three steps I employ.

  1. Use Today’s Gripes

In a typical retreat, I ask, “What are some of the complaints you have about your organisation that should have been resolved some time ago?”

This question opens a floodgate of woes. Sometimes, they stretch all the way back to the inception of the company. In fact, older heads admit that the matters being raised were mentioned in previous meetings just like this one, but never addressed.

Then we ask: “What decisions did prior executives fail to make 10 years ago that would have prevented or resolved these issues? 20 years ago? More?”

This also unleashes a torrent of suggestions. In fact, it pays to pause before proceeding.

  1. Visit the Future

We then have the team envision a strategic planning retreat like this one, but 15-years down the line. “What are some of the complaints future leaders may have regarding tough decisions you failed to make today?”

Unfortunately, this query is frequently met with horrified silence.

After a few moments of reflection, the answers come out, slowly but surely. But this is a new question for most. Managers spend their days tackling immediate issues, and don’t often take a break to consider the distant future in a structured manner.

On occasion, they may speculate over lunch or drinks, and bemoan their organisation’s collective lack of foresight. But the next day, they are back in busy-mode. “We don’t have time to do interwoven short/long-term planning!”

  1. Point Out a Young Person

Finally, if there is a colleague in their twenties in attendance, I point them out by name. “Bob is likely to be in that future retreat.”

I add, “His colleagues will ask: ‘What happened at that planning meeting in 2023? Couldn’t they see what was happening?’”

Just like Guterres, Bob could have two contrasting stories to tell.

One could be a tale of courage. “Amazing experience! The executive team put itself at risk, set aside its fears, and made some difficult decisions. Today, we benefit from their wisdom.” Everyone applauds.

The alternate story could be one of cowardice and selfishness. “They realised there was a problem looming, but they decided to focus only on the short-term issues that affected them.”

Why such a contrast?

Some strategic planning teams fail to address the most salient challenges openly. Instead, they point fingers at the “Big Man”, board, government, customers, etc.

Other teams just don’t care. Attendees are coasting into the second-halves of their careers, and just want to make it into retirement with a pension. They place self before service. So their “strategic” plans don’t look past three to five years of tactics: the outer limit of their comfort zones.

You may think these are bad people, but nothing could be further from the truth. Instead, they are simply caught in a trap whose mechanics they cannot clearly see. Consequently, they do their best, but it’s not good enough.

In the end, regardless of their motivation, the result is the same. Disaster.

Jamaican companies, like many worldwide, are currently rife with short-termism. Blame COVID. Or inflation. Or the war, etc. As such, our leaders are becoming cynical.

Don’t yield. Challenge them to leave future managers of your organisation with more than a basket to carry water. Instead, ask them to create a legacy of kindness, not in the form of cash, but in the strategic decisions only they can make.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search his prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

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Time to Ditch the “Pillars” in Your Strategic Planning

You finally have time to look back at outputs from prior strategic planning retreats. A quick glance reveals an approach they used which includes “pillars”. If so, be aware: there are some drawbacks to this technique that could lead to a weak plan.

But you must make a decision about what to use going forward. You need to craft an approach, but why should you be wary? To understand why, let’s go back to the process typically followed.

It usually begins with a review of the company’s vision and mission statements. Then, a SWOT and PESTEL analysis of the environment are also done. Next, the team brainstorms projects which are necessary for the organization to achieve the vision. Finally, these projects are grouped into three to five pillars based on common themes.

The final product is often diagrammed as a building with the vision and mission statements in the roof, supported by the pillars. However, its simplicity belies the fact that there are some good reasons to use a different approach.

  1. Pillars are merely semi-random lists

A review of the contents of each pillar shows that the link between its items is tenuous. They are simply a list of activities which are nice to do, grouped together using some common attribute. Why is this a problem?

As Peter Compo says in his groundbreaking new book, “The Emergent Approach to Strategy”, anything that resembles a to-do list is not a strategic plan.

Instead, he reasons that, at the heart of an overall framework, should be a triad: an aspiration, a bottleneck and a strategy. What is the role of each element?

  • The aspiration defines the overall goal or outcome desired.
  • The bottleneck represents the primary obstacle which stands in the way of achieving your accomplishment.
  • The strategy defines the way in which the bottleneck will be “beaten” or loosened so that the aspiration is easy to achieve.

Together, these three elements form a hypothesis. It represents the most important changes the organization needs to make. Plus, it evolves as further information and experiences are gathered.

Unfortunately, the pillars approach masks this important nuance. Instead, it assumes that all you need to do is mobilize staff to execute disconnected projects. If this were so, executing strategic plans would be easy.

Instead, in the real world, planning teams need to adjust their hypotheses on the fly as technology advances, government regulations change, competitors take action, and customer tastes change. Together, these shifts force changes in the original hypothesis, a fact of life the pillars approach ignores.

  1. Pillars hide relationships

Pillars also over-simplify reality. A mere list of activities hides the fact that projects are always interconnected. But more importantly, they only produce outcomes after the correct chain of causal relationships is followed.

For example, if you are a retailer, you may believe that an Easter Sale will bring in added revenue. However, to achieve the final result, a number of other actions need to take place.

You must become effective at reaching your audience with a promotion. Also, the sale should be launched on the right day of the month to hit paydays. Finally, the season has to be ideal for shopping, as some folks restrain their “retail therapy” during Lent.

The point is that the strategy relies on a number of variables which need to work together, but are imperfectly understood. As such, success is far from assured. The pillar approach obscures this reality and over-simplifies the challenge.

The truth is that strategy is an art in which your actions (causes) are separated from the results (the effects) in time and space. Sometimes the gap can be decades long, or thousands of miles apart.

Fortunately, there are better tools to use, like strategy maps, invented by Drs. Kaplan and Norton. These diagrams preserve the connection between key activities. Furthermore, they are easy to understand and explain to other employees.

3. Pillars emphasize short-term thinking

None of the pillar-approach strategic plans I have seen take into account long-term strategies and results. Instead, they tend to be so simple that they only work for plans which are five years or less in duration.

As such, the lists of projects in each pillar don’t tell a long-term narrative or story which builds a timeline.

Without it, complex undertakings lasting several decades aren’t possible. Think of the planning it takes to build a cathedral over a span of more than 200 years, for example.

Consequently, the list of projects found in a pillar only works for short-term tactical assignments in which the sequence doesn’t matter. This is a major drawback. The technique can’t be used to produce an inspiring, monumental accomplishment.

To craft an alternate approach, read my Gleaner article from March 19th 2023, as an example.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search his prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

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Stop Treating R&D as a Luxury

You agree with the general concept of having new products and services to offer your customers. After all, a company that relies on stale stuff is likely to fail. But how do you put together an effective R&D plan when budgets are limited?

It sounds like something only the biggest companies overseas do. Most think that “Research and Development” are two luxury items to be indulged in when times are good. And Jamaica’s economy has not shown sustained GDP growth in years.

But what if R&D is just a fancy name for innovations you cannot afford to delay? Sadly, some only realise this in retrospect. Today, they are out of business because they failed to abandon old, obsolete thinking. How can your firm ensure that it doesn’t destroy value because it’s too slow to learn?

  1. Be Hyper-Curious About the End

Most of us remember when videotape rental companies did a booming business. To most, this appeared to be a great niche, with guaranteed traffic every weekend.

I happened to live in the US when Netflix arrived, offering the chance to rent a DVD by mail. Initially, it was inconvenient to send items through the post. Compared to renting a video from Blockbuster, it took longer and stuff could get lost.

Apparently Netflix agreed and tried to sell itself to Blockbuster…who literally laughed as they left in embarrassment.

A few years later, after they closed 9,000 stores, the smiles were replaced by tears.

In retrospect, it was all very obvious to see what was happening. Today, we shake our heads at their arrogance in disbelief. But are you committing the same mistake in your organisation?

If you accept the fact that it’s just a matter of time before your industry is disrupted, congratulations. You are ahead of the game. Consider that, in your company, a short-term plan, by itself, may not go far enough to show that the clock is ticking.

If you are really curious, you should have a plan for exiting each major line of business. Create a deadline date: the moment when you intend to earn your last dollar from the pertinent product or service.

Alongside this doomsday prediction should be a plan to launch a new category of product or service. Where should these timelines come from? Your long-term R&D plan, of course.

For example, immediately after making a record year of profits in 2000, Fuji Film’s research showed it had a 10-15-year end-game. Kodak also had fantastic sales, but was never curious enough about the future to take the right actions. Consequently, Fuji thrives in a whole different industry. Kodak is just a single tiny business, having destroyed an estimated US$9 billion of value.

  1. Allow Competing Alternatives in Your Planning

How should your company determine these choices?

In your next strategic planning session, ensure that you permit attendees to propose various visions of the future. (If team-members share the same age, gender and background, consider that to be an impediment.)

You want different points of view to emerge for your “Vision 2040”, for example. First, make sure you are all starting with the same facts. Then, invite advocates to describe their preferred future. Even if it makes others uncomfortable. Get them to share details as they paint a vivid picture and draw fellow participants in to expand it.

Do not squelch your colleagues.

When you have a number of candidate futures, stand back collectively and assess them, because it’s time to choose which one(s) to pursue.

In this moment of truth, you should be scared witless. Why? You could easily and unwittingly fall into the path of more videotapes. Or film.

In other words, you could doom your company. Or save it. Agonize if you will, but understand that your decision cannot easily be reversed. It’s just not the kind of choice that can be revisited whenever the breeze changes direction.

  1. Decide and kill off alternatives

Instead, treat this moment of selection as a final verdict which will assign time, money, manpower and other corporate resources. You are making a bet which has an unsure outcome, but understand that the team must be willing to stand by its selection.

However, this means that if major assumptions change, then it’s your duty to revisit the plan. But this should be rare.

Blackberry needed to do this when the iPhone turned out to be a serious threat, for example. Only a dose of humility would have saved it from obsolescence.

Unfortunately, this advice isn’t easy to take. Most shy away from the kind of hard conversations required until it’s too late.

Don’t disappoint your shareholders, employees, suppliers, pensioners, and other stakeholders by being slow or cowardly. Instead, make the difference by investing in your organisation’s future.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search his prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

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Creating the Future

Have some people in your company become reaction-machines? In other words, do they run around all day responding to the latest crisis? Deep down, you know they are inefficient, but what can you do to shift to a culture in which the future is created rather than feared?

There is a debate raging within C-suites about the way companies should be led. Some believe that the world has become more VUCA (volatile, uncertain, complex and ambiguous.) As such, it’s not possible to plan for the future.

Instead, all you can do is react to the latest disruption. And if you have any energy left over, look ahead…but only for no more than five years. COVID has made this opinion popular.

But I think it’s an excuse.

The opposing point of view is that individuals and companies need a vision of the future.

If you believe in the latter, and prefer to create the future, here are ways to persuade others who feel the activity is a waste of time.

1) You can’t stop creating the future

Fact: in any company, the leadership team is always shaping the future. It may be disjointed, muddled, and hidden from view, but there is a destination being realised with every decision. This can’t be helped.

The only question is, is it being done well or badly?

In essence, a future being realised badly is one that lacks definition, so no-one can put words to it. In fact, two managers might say opposite things when asked. “Survival” may be the only commitment they have in common.

So it’s a free-for-all, with some people playing football while the rest are playing cricket.

As such, there’s a lot of drama, with balls flying everywhere. At the end of the day, when everyone is exhausted, the action stops. Some balls will be near the boundary, others lie in the back of nets, but no-one can tell the score.

Consequently, when good employees sense that the vision is poorly defined, they leave.

2) Things will always change

Another excuse given to avoid planning for the future is that conditions alter too often. Why create another disappointment? Instead, desist from planning because it would only add to a string of prior letdowns.

I think our experience in Jamaica with Vision 2030 is instructive: a country which is “the place of choice to live, work, raise families and do business.” Even though governments have changed, and mishaps have occurred, it remains a single point of focus for our citizens.

Even though we have much to accomplish with limited time left, the reality is that it is still our shared goal…whatever comes to pass.

This puts things in perspective, and allows us to lift ourselves from the most recent shooting, drought or political conflict. As a leader, you can also give your workers a sense of purpose.

They need not surrender to the latest drama unfolding in their email inbox.

3) You don’t know how

But perhaps the most salient reason companies get stuck in the short-term is that long-term planning is too hard. It takes too long.

Furthermore, they see the end-product as overly detailed and rigid.

In my firm, we recently began a study of 50 past long-term strategic planning retreats. Based on two decades of experience, I am able to declare that the old point of view is outdated. Fortunately, both short and long-term strategies may be completed together in a few days.

This means that with the right skills, there should be no obstacles.

But don’t take my word for it. Chances are, you belong to an organisation which does not have a 15 to 30-year strategic plan. It could be your place of work, church you attend, or even an alumni group.

Make this practical – gather people together in a meeting to create a big vision, and a multi-year strategy to underpin it. As you engage in the process, follow the steps outlined in my Gleaner columns from February 5, 2023, and November 3, 2019 as guides.

Remember that the point is to inspire your team with the possibility of a breakthrough result.

This exercise will take you one step closer and help reverse the myth that life today is more uncertain than ever. It’s not true. In fact, the end of World War II was more hectic, but it led to the creation of a number of long-term institutions such as the United Nations and World Bank.

Our challenges in 2023 pale in comparison. Take practical steps to give your organisations an inspiring future today. Don’t hold back because you are scared or misinformed.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search his prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

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How to Connect Two Different Generations at Work

As someone born before 1988, you have noticed that newer staff in your company are acting and thinking differently. You suspect it may just be an expected generation gap, but now something seems to have shifted.

You conclude, new technology is powering the younger generation to change norms at an unprecedented rate. But how?

Among the many explanations of this transformation, the one by The Category Pirates stands out. In their books and newsletters on marketing, they offer a refreshing take.

According to them, the world is now divided between Native Analogs and Native Digitals. Here is a definition of the two groups, followed by ways to bridge the gap.

1. Native Analogs

These are over 35 years of age, Baby Boomers and Gen Xers who were born and grew up in a world of relatively limited technology. They remember the first computer they ever saw, and their first email address on the “world wide web”.

Also, when their land-based phones rang, they ran to answer them. Television, radio and cinema screens played primary roles in their entertainment.

In the workplace, many have adapted to a digital reality. However, their primary experience is live and in-person. Consequently, executives from this era don’t question the need for employees to return to the office post-COVID. After all, it’s obvious: this is how real work takes place.

Unfortunately, a return to a single physical location isn’t for everyone. To some Native Analogs, staff who resist the mandate are probably being lazy. Or wilfully ignorant of the historical fact that the company’s success was built on face-to-face contact which Zoom can never replicate.

Their reluctance to confront this reality is thought to be born of slackness. They need more discipline if they hope to be successful.

But what if that explanation so accepted by Native Analogs only makes sense in their world? The Category Pirates offer a revolutionary answer: there is another world which has arisen that Native Analogs cannot comprehend without effort.

  1. Native Digitals

According to the Pirates, Native Digitals represent a new category of human being. Because it’s being birthed in the open, the older generation is missing its significance.

The Pirates posit that this new generation is not “physical first, digital later” but the opposite…”digital first, physical later”. In other words, their primary reality is not physical, but digital.

About a decade ago, I once met a diaper-clad toddler playing with a tablet. After a few minutes, he set it aside to do something on the PC. The fact that the child could barely talk was a shock. How could this be happening?

Obviously, such an immersion in the digital world would have an impact on the individual. But the Pirates explain that this is a generational shift. Today’s Native Digitals tour the foreign physical world, so they can bring their experiences back to share in their online world.

As such, in the US 58% of workers say they would “absolutely” look for a new job if they had to return to the office. And Jamaican companies complain that they can’t find employees.

As a young Kingstonian explained to me, “I quit my local face-to-face job to work remotely for a company in California.”

Apparently, a traditional analog position is what you take when nothing else is available on Linkedin. Instead of rising the corporate ladder, the new generation wants an independent income from a place like YouTube. You can expect them to leave your organization as soon as they believe it’s within their grasp.

But this is more than a change in work preferences. Native Digitals increasingly buy products, services, experiences and transformations in their digital lives instead of their analog lives. Their choices are transforming all kinds of industries at scale. For example, remember when Jamaica had a cinema in every town, rather than one on each mobile screen?

  1. Adapting to the Change

If there truly is a new category of human emerging, we need to pay attention. This happens only once per few hundred years. But more importantly, the future of your business may be at stake.

At the moment, some 62% of managers are millennials and that number is steadily increasing. At some stage, it will hit a tipping point.

Unfortunately, we Jamaicans like to mentor downwards to younger people still paying their dues. As a result, we suppress young talent to hide old ignorance and incompetence. Obviously, that approach won’t succeed.

A better path is to find some Native Digitals to work with, if you are a Native Analog. And the opposite is also true. Neither side has a complete picture, but working together could predict your company’s success, or even its survival.

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Move Beyond One-Size-Fits-All Productivity

You have a serious concern for your personal productivity. It’s annoying to realise moments where you could have done things more efficiently. Why? You are someone who hates to see time being wasted. But when you reach out for help, all you receive is “foreign” advice, far removed from your experience.

At this point, most of us throw up our hands in frustration. I certainly did when I moved back to Jamaica in 2005. I quickly realised that much of what I had learned about being productive didn’t work locally.

It was humbling.

As a teacher of time management programs, I thought I knew a thing or two. Instead, I was struggling to apply a formula I had used for over 20 years of professional life in the USA.

But I decided that I should find an expert to understand my new situation. If there was a “Personal Productivity in Developing Countries” book, I required it.

After searches on Google and Amazon, I gave up. So I tried searching “War Zone Time Management”. Nothing there either.

But what I wanted seemed obvious to me. I needed to manage my task-load productively in ways that fit my hectic circumstances. And culture. This meant I could not simply mimic what experts in New York or London were doing.

Therefore, I had to dig deeper for some answers. Here are the main findings which became part of my second book, Perfect Time-Based Productivity, and today shows up in training and conferences.

Finding #1 – We teach ourselves the art of task management…but haphazardly.

We all know we learn how to run at an early age. However, it’s not the sprinting Usain and Shelly-Ann practice as professionals. That has to be learned, which means that several habits must be unlearned.

The same applies to task management. After we are shown the concept of time as eight-year-olds, we begin to create tasks. At the start, it’s mostly a memory game.

Finding #2 – Challenges to Becoming Better

Improving your skills in this area isn’t easy. Unlearning old habits is hard, and this topic is just not taught in school. Instead, it’s sink or swim for students.

Also, task management is not an occasional obligation. Unlike sprinting, you are doing it all the time, every single day. Therefore, you just cannot pause to step back and reflect in order to improve. You must develop while you are executing.

Furthermore, this isn’t an optional activity. We are required to use one technique or another so we can be fully functional adults. The only question is, at what level will we perform? And should we do so consciously or not?

Finally, if you have a knowledge worker’s role, you must adopt digital technology. The most common are email and WhatsApp. Some also employ task management software, perhaps supplemented by paper – the most ordinary technology of all.

This all makes the job of becoming a better task manager hard. In this case, being smart or experienced doesn’t help. The playing field is level and anyone can ascend to greater heights with the right knowledge.

Finding #3 – The Key to Improvement is Not a Guru

While great sprinters need coaches, you probably don’t have one for your task management. Therefore, you must mimic what they do and become an expert at diagnosing your current performance in this area.

The best place to start is with the defects – moments when you notice a problem which indicates you have fallen below your desired standard.

For example, each time you forget a task, find yourself late, lose track of an email message or feel overwhelmed…these are all helpful signs that your system has broken down. To determine the best solutions, you need to engage in conscious self-diagnosis.

Do so with the leading tools available. Some are described in my book, but there are self-diagnostic tools offered in workshops, webinars and articles. Their intent is to help you get to the source, so that you can fix problems and effect improvements.

Unfortunately, most of us are satisfied way too early. We look around at others in the office and decide what the average performance might be. Then we set our aspirations accordingly. We end up being mediocre.

However, if you are committed to world-class achievement, there is a lot to choose from. While local role models may be hard to find, they should also be envisioned from case studies. They’ll assist you in departing from one-size-fits-all answers to crafting custom solutions.

In summary, unlike the mid 2000s when I returned to Jamaica, this challenge can be met. “Jamaican Productivity” need not be an embarrassing joke. We are faster on the track than anyone in the world, and can also become just as individually effective.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search his prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

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Why Your “Non-Specific Vision” Has Stopped Inspiring Staff

We all know what it’s like to be inspired by a vision of the future. It feels good, as if we are responding to a higher purpose. But why do corporate visions fall often flat?

In 1991, I led a vision statement exercise for my AT&T, New Jersey organization. The project took several weeks and included two workdays.

Over 50 persons in the department were involved. After a number of activities we (the planning team) felt quite proud of the final document. It was signed and mounted near the entrance.

We were energized. And wanted to do much more.

Fast forward to 2023, and now I admit that the hard work we did would be insufficient today. While the creation of a vision statement was a breakthrough activity at the time, it would hardly move the needle now. Why?

Things have changed. If you intend to motivate staff with a view of an inspiring future, you must use more precise tools. Here are some insights.

1. Follow the “Fool-Yourself Rule”

Thanks to Facebook, Instagram, Whatsapp, Twitter, and Tik Tok, we are flooded with inspirational memes. Perhaps your friends also send 5-10 quotes with a pretty background each day.

Given the overwhelm, you probably aren’t as easy to arouse as you used to be. In fact, now you could be a bit jaded.

This isn’t a personal problem and there’s nothing wrong with you. The most likely explanation? You have raised the bar.

For example, statements that everyone can claim to be true don’t lift you up. Case in point: “Thankful I am near the top of my profession!”

Anyone can post this accolade on their timeline because it lacks specific measurements. It’s vague. Unclear. And falls flat.

Today, the same problem pervades corporate statements. Check your company’s vision. If it sounds as if it’s already been done, then it’s failing the test. So does the AT&T department vision of old.

Today, effective organizational visions prevent people from fooling themselves into thinking they have arrived. Instead, they create a useful tension because they evoke a clear gap.

2. Fill in the Details

Today, we are exposed to would-be inspirations via text, image, videos, audios, and interactives. Dynamic communicators use these elements to paint vivid portraits of their visions.

In like manner, we need to create detailed pictures of the future. For example, in addition to saying “a company that is diverse” we would say:

– no more than 50% of our staff comes from any tertiary institution.

– at least 35% of employees originate from other CARICOM countries.

– no single gender dominates new hires by more than 10%.

These specifics raise pointed questions such as: Why are these numbers chosen? What is the target year? What is today’s baseline?

They provoke a followup: “How will we get there?”

In the past, company leaders could get away by saying “Trust Me”. But those days are gone. Now, a written strategic plan must bridge the gap between today and tomorrow before employees buy in.

3. Detail the Steps

Use your strategic planning retreat to create a vision, give it details, and link it back to 2023 with a plan. Start with a structured, high-level brainstorm to bring everyone together on the same page around your vision. You can begin with words, but make sure it has a date such as Vision 2030 Jamaica.

Then, once agreement is reached, convert the words into metrics. What will be the KPI’s in the chosen year? Also, craft a list of interventions needed to move the numbers in the right direction.

Finally, use a modern tool – back casting – to connect your vision for the future with today in a single timeline. How does it work?

Simply start with the future and work back towards the present. For example, if you choose a 25 year target, start in 2048 and work backwards to this year.

But here’s an important tip – don’t try to do this exercise in a large group. Instead, hand-pick a small one.

During its deliberations, the smaller team crafts a logical and feasible timeline. It should be conservative. Easy to understand. And showcase a host of cause-and-effect relationships so that others can follow your logic.

But above all else, it must be credible. Now, any stakeholder can be taken through the long-term strategic plan and believe in it.

This is all a far cry from the vague vision statement we put up at the entrance at AT&T. That document had neither a target year, nor specifics, nor a means to accomplish its goals.

If your company is still parading a vague vision statement in its corridors, retire it. Create a new detailed vision for a specific year that energizes staff.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search his prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

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Best timeline for strategic plans

You are about to begin a fresh round of strategic planning. The team is eager, but before the retreat starts, you have a tricky decision. What length of time should your organization create a plan for?

Some already have strong opinions. The head of sales wants a 2-year plan. He needs the retreat to be short so he can go back to hitting his numbers.

At the other end of the spectrum, the V.P. of innovation and research wants some clear guidance on which technologies to pursue. The choices are wide, and a poor decision could doom the organization. She is thinking of a 40-50 year planning horizon.

They are both persuasive, but you need to make a choice. What are your next steps as the sponsor of the upcoming strategic planning retreat?

  1. Punt the Decision

Fortunately, there is an approach that relieves you of duress. Given the importance of the planning horizon, get the team to make the choice during the meeting. How does this work?

First, explain to them why this is critical – the specific year and time elapsed (e.g., 2043, 20 years). It’s a critical one that deserves the input of all involved. As such, it should be crafted in real-time, face to face, but only when all the facts are on the table.

Therefore, the act of choosing the horizon should not be the first item on the agenda. Instead, begin by following a process to share pertinent information from all areas together in one place so that the team has a common understanding. During this preliminary session, remind the team that the next session will require them to choose a planning horizon. Ask them to keep this in mind as they review past performance and today’s issues.

This should actually help them remain hopeful. Why? Some of your company’s challenges probably only have complex, long-term solutions. In prior meetings, leaders gave up because they didn’t have enough time available. Now, they do.

When the subsequent session begins, explain the mistake of choosing a planning horizon which is too short or too long. Offer them the following two “warnings” to help pick the optimal timeframe.

  1. The Too-Short Warning

Ask the team, “What happens if we choose a tiny horizon?” They may admit (after some reflection) that a 2 to 3-year plan will simply extend the past. Why? It’s only human.

They won’t say it out aloud, but people unconsciously prefer continuity and hate uncertainty. Our default mentality is to pick a predictable future. A short planning horizon keeps things comfortably the same.

But what about the power of a transformation? You should also remind them that if they don’t use time as a deep resource, they won’t create a Jim Collins-like Big Hairy Audacious Goal (BHAG). Such objectives are meant to inspire and uplift. They give meaning and add resilience, especially to younger staff.

Also, with a short planning horizon, key problems which need time will remain unsolved. Plus, you’ll also be missing important trends. For example, a 5-year planning horizon blocks you from seeing developments which take 7 years to mature. By contrast, if your competitors consider a longer time frame, they might include the trend in their thinking to their advantage.

Finally, aggressive executives love short-time frames because they see it as a way to force staff to work harder, and achieve results sooner. The problem is that some projects (like pregnancy) can’t be rushed. Don’t pretend that magic is real, or you’ll see employees merely going through the motions, doing the minimum.

Why? At its heart, short-termism is a synonym for selfish leadership. “My current needs trump your future needs.” It’s as if the team is also saying, “Instead of making difficult decisions now, we will leave them for you young folk in the hope that you still have time.” It’s the very opposite of sustainable business thinking.

  1. The Too-Long Warning

Sometimes team members become true believers in long-term reasoning. They say “the more the merrier!” and call for a one-hundred year planning horizon. They may even cite examples of Asian organizations which do so.

However, you should take a look at your environment. Chances are, a planning horizon which is too long will mystify stakeholders who can’t relate. Instead of being inspired, they’ll become cynical.

Also, you might not have the resources or skills to plan too far out. Remember, whatever horizon you choose must be connected back to today.

Get your team to find consensus on the optimal time horizon in a healthy, real-time debate. It will set the stage for the success of your organization’s strategic plan.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search his prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.