Making Room For New Things

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.

No alt text provided for this image

The hope is that with some time, the activities will begin to feel more practiced and familiar.

No alt text provided for this image

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:

No alt text provided for this image

Meanwhile, in many cases our time and energy is drained in two (other) places:

No alt text provided for this image

We drain a lot of energy with

  • A: reactive fixes, heroics, adhoc work, silver bullets, and chasing the latest “great idea”. This work can be especially draining!
  • AND a lot of time (and energy) doing B things that are familiar to us, but aren’t very valuable (or actually cause harm).

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.

No alt text provided for this image

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!

No alt text provided for this image

And when the stuff on “overdrive”, finally implodes/explodes and requires triage, and forming new habits…

No alt text provided for this image

So why does this all matter?

  1. You have to make make room for the high value adhoc/new activities. You can’t just ADD this on top of everything else. Otherwise you’ll have no energy stores available to practice and work through the discomfort.?REMOVE OTHER THINGS. MAKE ROOM.
  2. Figure out ways to periodically review the (supposedly) high value things that are on autopilot. Are they still high value?
  3. How much time/energy are you spending on familiar, low-value things? Why?
  4. Maybe the hardest question…are you perhaps stuck in a cycle of fighting fires, becoming desensitized, and finding more fires to fight? And is that keeping you from building new habits?

Benjamin Wojcikiewicz, AKBD

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

回复

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.

Rob Tyrie

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

回复
?Sascha Brossmann

Operational Excellence & Product Mastery for B2B SaaS – Executive Advisor | Fractional CPO/VP Product | Keynote Speaker | Community Builder

2 年

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.

要查看或添加评论,请登录

John Cutler的更多文章

  • Workshop During Business Hours For Oceania, East Asia, and Southeast Asia

    Workshop During Business Hours For Oceania, East Asia, and Southeast Asia

    With a young child, it has been difficult to arrange a three hour workshop block that would be convenient for my family…

    9 条评论
  • LinkedIn TBM vs. Substack TBM?

    LinkedIn TBM vs. Substack TBM?

    A quick note to clear up some confusion between my LinkedIn newsletter (this newsletter), and my Substack newsletter…

    6 条评论
  • Fluffy & Ambiguous

    Fluffy & Ambiguous

    This post originally appeared in my newsletter on Sep 23, 2022. Please sign up there for a weekly post (I re-post on…

    6 条评论
  • My Chat With Gene Kim

    My Chat With Gene Kim

    I wanted to share some fun quotes from my chat with Gene Kim on my podcast. There were so many insights in this chat…

    6 条评论
  • Professional Everything Everywhere All at Once

    Professional Everything Everywhere All at Once

    Things not adding up? Struggling with incoherence? Welcome to professional Everything Everywhere All at Once. The Hope…

    11 条评论
  • Notes on Product management theater | Marty Cagan (Lenny's Podcast)

    Notes on Product management theater | Marty Cagan (Lenny's Podcast)

    I love Lenny Rachitsky podcast. When an episode launches that I know I'll get questions on, I do an exercise of reading…

    49 条评论
  • The Predictability Trap

    The Predictability Trap

    Don't make predictable delivery the goal. Put value front and center and put sustainable and differentiated growth…

    23 条评论
  • Return on Investment (and Allocation)

    Return on Investment (and Allocation)

    This post originally appear in my free newsletter. In December I am running a paid workshop on scoping and shaping if…

    8 条评论
  • What If We Could "See" Org Dysfunction?

    What If We Could "See" Org Dysfunction?

    What if we could visualize the complexities of complex knowledge work? What if we could visualize environments that…

    25 条评论
  • Subtractive and Additive Change

    Subtractive and Additive Change

    This post originally appeared in my newsletter on February 9th, 2023. In my new role, I have to think a great deal…

    23 条评论

社区洞察

其他会员也浏览了