Making Room For New Things
This post originally appeared in my newsletter on February 15, 2022. Please subscribe!
I often meet teams that are in the midst of trying something new (like conducting initiative reviews, or trying to start initiatives together instead of in silos). Trying something new is an intentional act. There's a good chance it will feel uncomfortable, and will be cognitively taxing.
The hope is that with some time, the activities will begin to feel more practiced and familiar.
But this can be hard. It requires?practice, motivation, forming habits, and a supportive environment.?Plus, initially these activities can feel “low value”. We put the activities in the upper right hand corner, but at first they feel like this:
Meanwhile, in many cases our time and energy is drained in two (other) places:
We drain a lot of energy with
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Over time As can shift to Bs…which is pretty scary because we’re doing low-value things on auto-pilot. We’ve become desensitized.
One of the hardest shifts is when previously high-value things drift into the low-value quadrant. We get so attached! They feel so familiar!
And when the stuff on “overdrive”, finally implodes/explodes and requires triage, and forming new habits…
So why does this all matter?
Strategy, product development, innovation and marketing. Design thinking philosophy. 20+ years experience in building products/durable goods.
2 年This is an amazing reminder that growth is deliberate, resources are finite and the better road is the hard road. Thanks John Cutler for making this bite-sized. #Product #Growth #GrowthMindset
Oftentimes we see leadership not involved in change efforts. Imagine if leaders were able to reinforce high value new activities as priorities. It might make a difference.
I help verticalize software companies fast. I am leading GTM adventures in AI, Insurance and iBanking. Building new and marvellous cloud apps and systems to make customers, advisors, and agents' live easier. AI ++
2 年Cc Andrew Hoerner and Sarah McSpiritt love the quadrant and tools for priorities
Operational Excellence & Product Mastery for B2B SaaS – Executive Advisor | Fractional CPO/VP Product | Keynote Speaker | Community Builder
2 年https://www.liberatingstructures.com/31-ecocycle-planning/ (one of my LS favourites)
I visualise it as a parcel allocation line within a postal centre. New boxes are added, things keep moving, some boxes come off - redirected to other conveyor belts. Adding more conveyor belts can upsurge capacity. Depending on how you do it. It's a really dynamic system, change being the constant - in fact, the laws of thermodynamics just might be appropriate here as an extension.