Déjà Vu or Jamais Vu?

It’s election day in the US. For months, we’ve been bombarded with the usual pre-election call for new directions, new faces, and new results. Yet, among the executives I advise, the story doesn't feel all that new. They describe déjà vu - a sense of already having seen this.

The current climate certainly includes much that feels familiar. And it’s not confined to the US. Worldwide, worries persist about the economy, political divisions, global conflict, labor disputes, access to talent, equity, climate, quality of life, and more.

Unfortunately, this familiarity – and knowing we've navigated these things before – isn't improving the outlook or making it easier to create momentum. Search any news outlet and you'll read pessimism about what the future holds.

Reframe your thinking - and strategy.

Rather than the tedious familiarity that characterizes déjà vu, reframe your thinking. Embrace the energy of jamais vu.

Literally meaning "never seen", jamais vu refers to the experience of a recognizable (or familiar) situation that nonetheless appears to be new and unfamiliar. Even amid the uncertainty of what comes next, many aspects of today's business context are recognizable, familiar. So, reframe your thinking - and strategy. The executives I advise tap into that "newly familiar" mindset to ignite action and create energy. For example:

• Which of the decisions and actions taken over the last 10 months has been most impactful for you?
• Which aspects of your culture or operating model have served you well?
• Of these, what do you want to take forward to accelerate performance?

Similar strategic questions should be top of mind in the boardroom. Of course, it’s important to reflect on performance in the immediate past. The Board also plays an important role in helping the organization to look ahead (as I said here.) They, too, want to finish the year strong and deliver the promised results.

Move beyond ideas and the tedium of the familiar.

Together, CEO and Board Chair should ask the critical questions to stimulate thinking. Guide both board and organization to move beyond ideas and the tedium of the familiar. Think transformative and make it concrete. Identify specific actions to reignite strategy – and propel the business out of the familiar and into an exciting future. Above all, consider this:

For the future to be different – truly, radically, and meaningfully different – what about today must change?

Déjà vu or jamais vu? You decide.

Executives engage me to more rapidly achieve their goals. Would you like to learn more? Contact me.

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?2024 Tara J Rethore.?All rights reserved.?Permission granted to excerpt or reprint with attribution.