“The successful warrior is the average man, with laser-like focus.” ~Bruce Lee
Sir Peter Blake was a New Zealand yachtsman who won the Whitbread Round the World Race, the Jules Verne Trophy – setting the fastest time around the world of 74 days 22 hours 17 minutes 22 seconds – and led Team New Zealand to successive victories in the America’s Cup in 1995 and 2000. While the American teams had more money, New Zealand had a singularly effective strategy, the brain-child of Peter Blake.
When Blake was asked to take over as skipper for Team New Zealand, they weren’t considered much of a real contender, especially with the better financed American “Stars and Stripes”. As you can imagine, there are a myriad of things that go into preparing a racing yacht for competition, from types of sails, ropes, winches and cranks, electronics, rigging, crew composition and training, and hundreds more. So with all these enablers and influencers for success, what should the team focus on? If you say all of them, then you have lost in both time, money and prioritization. Some are obviously more important than others, yet all are critical for success. Like any complicated endeavor, finding and keeping focus on the right things is crucial.
But Peter Blake was a practical New Zealander and a veteran of ocean sailing and racing so instead of fancy spread sheets and performance metrics, he focused the team on one single strategy: Will it make the boat go faster?
Every decision was evaluated against that one simple, yet holistic and powerful statement. The team began to rethink everything they knew about sailing and racing with this one strategy in mind. Training and team composition changed, equipment size and weight changed, sails changed. Even the crew comforts were looked at through the eyes of “will it make the boat go faster?”
The results, real team spirit, alignment and focus, and back to back wins in 1995 and 2000.
Over the years I have worked with many organisations and senior teams as they struggle to implement their strategies and one of the key observations is the fact that organisations often have too many “critical” objectives. Not only do all these objectives compete for limited funding, but some even compete with each other. As a result it is easy to evolve a culture of strong silos, each of which believe their objectives are more important than any others.
One popular approach to trimming down the strategic objectives is to engage the senior team in a prioritisation process and to separate the requirements from the “desirements”. This is often attempted by assigning numerical values, say 1 to 5, to each objective. For example the scale can go from Must Have (= 5) down to Not Now (= 1).
There is a practical flaw in this approach however and that is without a single point of focus and alignment among the senior team, the exercise quickly turns into a mine against yours argument and the scores are all over the place, necessitating the need for the CEO to play Solomon. When this happens, alignment and collective commitment suffers.
Will it make the boat go faster?
It’s not about which department wins, it’s about the whole company winning!
By having a single strategic focus, like “will it make the boat go faster”, all potential wants and desires can be measured against this single, overriding metric. Thus the discussion moves from mine versus yours into we agree that these few objectives, if properly executed, will deliver on our overriding strategic focus.
What is your organisation’s single point of strategic focus?
Tight Lines . . .
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