FOR STARTERS columns
HAUTE REVIEW DAVID KITE
Acting with purpose
At one time or another , nearly all of us have been frozen by indecision . Uncertainty and the trepidation that usually accompanies it are natural occurrenc- es that we all must face from time to time . How anyone deals with it is influenced by any number of factors . However , the ability to effectively navigate uncertainty is a critical characteristic of anyone in a leadership role . In “ Provoke : How Leaders Shape the Future by Overcoming Fatal Human Flaws ” authors Geoff Tuff and Steven Goldbach reveal what they believe are proven strategies to face the unknown .
They begin with an analogy of a roller coaster . Many people enjoy the thrill of a roller coaster . The anticipation of the unknown can be exhilarating as the cars make their inexorable ascent toward that first inevitable drop . Others clamp their eyes shut and their arms around the harness in the hope that not seeing will make it less painful , and that it will all be over soon . Those people never know what ’ s coming , and as a result , cannot act effectively .
The overall thesis of the book is the importance of action over inaction , and throughout the book , the authors repeat the exhortation for the reader to “ do something !” Inaction , Tuff and Goldbach write , is usually a result of over-analysis and indecision . While the roller coaster
Read-alikes :
• “ Leadership Strategy and Tactics : Field Manual ,” by Jocko Willink
• “ The 5 Levels of Leadership : Proven Steps to Maximize Your Potential ,” by John C . Maxwell
• “ It ’ s the Manager : Gallup Finds the Quality of Managers and Team Leaders Is the Single Biggest Factor in Your Organization ’ s Longterm Success ,” by Jim Clifton and Jim Harter analogy doesn ’ t really work here since once you ’ re on board there isn ’ t much left to decide , the message in the book is a head-up , eyes-alert approach is much better than a closed-eye , waitand-see attitude .
Of course , any action we take involves risk . To mitigate risk , it ’ s natural and appropriate to gather as much data as possible to inform our decisions . The trap is many people and businesses spend too much time acquiring and analyzing data , and risk missing profitable opportunities . Planning is important , but you cannot plan for every eventuality , and ultimately , no plan survives first contact . “ Everyone has a plan until they get punched in the mouth ,” as Mike Tyson reputedly once said . At some point , you must decide to act . “ The best leaders ,” the authors state , “ appreciate that while they may not be able to control all the outcomes , they can plan for and control their reactions .” By seizing the initiative and acting , others must then react to you , which lets you gain a certain amount of control over the course of events , or at least the ability to respond with more dexterity .
The authors frequently use real-world examples to illustrate their points . One example they use is the fate of Blockbuster Video , which famously failed to act on the emerging trends and market forces initiated by Netflix . Netflix , by contrast , saw an opportunity and acted upon it , creating success instead of waiting for it . Tuff and Goldbach define this type of scenario as recognizing when an “ if ” becomes a “ when .” The authors write , “ Our core hypothesis for this book is that once an ‘ if ’ becomes a ‘ when ,’ the nature of a leader ’ s response must change . The opportunity is to focus on the moves you can make that will shape the trend to create a better future – one where your organization is advantaged .” It was not a matter of “ if ” digital streaming would dominate the market , as Blockbuster believed , it was “ when ” it would happen . Tuff and Goldbach have found that many executives are stuck in an “ if ” mindset when they should be focused on “ when .” Often this is an unconscious bias , simply missing or misinterpreting the data , but often it is deliberate , and foolish . They distill this behavior into four patterns : to miss the trend , to deny the trend , to ( over ) analyze the trend , and to respond meekly , which often involves waiting to see if others are successful first . Bias is what often prevents us from seeing trends , let alone recognizing them . Sometimes this is limited by the information available , other times it is because many are naturally predisposed to ignore information that does not conform to our world view .
While the first part of the book is spent identifying the patterns of why businesses and leaders miss patterns and emerging trends , the second part focuses on steps to work through those patterns . There , they introduce what they call the “ five models of provocation :” envisioning the future , positioning for success , driving change , adapting to changing circumstances , and finally , activating the plan of action . In part three , they offer three in-depth case studies where provocateurs have initiated their own success .
Though ostensibly aimed at businesses and business leaders , the philosophy behind “ Provoke ” can be adapted and utilized in a wide variety of environments , and is recommended for anyone looking for a way to act with purpose .
Read it !
“ Provoke : How Leaders Shape the Future by Overcoming Fatal Human Flaws ” is available at the Vigo County Public Library .
David Kite is a librarian at the Vigo County Public Library . An avid student of history , he also devotes his time to pursuing Renaissance martial arts and to trail riding with his horse , Stormy . He can be reached at dkite @ vigo . lib . in . us .
January / February 2022 • Terre Haute Living 7