THE BENEFITS <br> OF TAKING <br> THINGS TOO FAR
What does it take to get a result?
Nike’s ‘Believe in Something’; Gillette’s ‘The Best A Man Can Be’; pretty much anything from the Benetton Group — advertising isn’t afraid of incorporating a little controversy and shock value into their messaging.
Regardless of whether you agree with them, it raises the interesting questions:
How far is too far? And how far is far enough?
From the Suffragettes to Sea Shepherd; burning bras, girdles and high heels; standing in front of tanks; ramming whaling boats — it’s easy to write these off as crazy acts done by crazy people.
In truth, we need more of Steve Jobs’ crazy ones.
Because, on a continuum from tame to batshit insane, it’s impossible for any real change to happen without a few brave souls on the fringes taking things to the extreme.
This is equally relevant in the workplace.
Organisations tend to glorify the idea of disruption, innovation and change. Yet, few leaders have the appetite for doing what it actually takes.
Not that you can blame them. There are few environments where risk is less tolerable than the business world. Doing things differently here often carries a worse stigma than chaining yourself to a tree in front of chainsaws.
Pushing boundaries means challenging the status quo, and there are plenty of people in the workplace (at all levels) very comfortable luxuriating in the safety of mediocrity. And given that we’re social creatures who use our peers as a yardstick for our own behaviours and beliefs, it can be incredibly uncomfortable to shake things up.
But for the bold and pioneering leader — how do we push our ideas, initiatives and communication far enough to make a real difference?
THE NECESSITY OF COMMITMENT
Extremism carries the wrong connotations, so let’s advocate for commitment. A willingness to take things as far as required to achieve our objective.
Comedians frequently take jokes too far, because the middle ground is purgatory for humour. This typically means pushing through a punishing period of awkwardness, but the payoff for commitment is worth the temporary discomfort.
The same goes for experiences, campaigns, programs or communication. Compliance is very different to impact. Execution doesn’t necessarily mean engagement. It isn’t enough to tick a box — making a real difference usually means taking the less trod path.
This may involve a shift in mindset and approach. It might mean different tools, techniques or mediums. It could mean using language that’s perfectly natural at home, yet is considered ‘unprofessional’ in the workplace. It might mean differentiating work by challenging typical corporate communications style guides. It might mean using shock or surprise. It might mean using humour. It could involve evoking emotions in an environment where feelings are typically stifled.
All of these things feel risky, but commitment to the work means doing whatever it takes to get the result.
THE MISDIRECTION OF FEEDBACK
There are few ways to kill a groundbreaking idea more quickly or effectively than putting it to a committee or asking for feedback.
So why do we do it?
It generally comes down to one of three intentions.
1. Our intention is to gain real world feedback to ensure our work connects
To execute an idea as effectively as possible means ensuring it connects with the intended audience. But this isn’t as simple as asking someone in that segment what they think.
Focus groups, once the staple of market research, have continually been proven to be woefully ineffectual at providing accurate feedback or direction.
People often don’t know or can’t articulate what they actually want. They also say things that don’t necessarily reflect what they believe for various reasons. There are simply too many social dynamics at play, especially in the workplace, to ask people directly for feedback.
Instead of talking specifically about the work, we need to thoroughly understand the people we’re communicating with or designing an experience for. What drives them? What interests them? What frustrates them? What amuses them? What language feels familiar to them?
The best way to answer these questions isn’t to put people into a contrived environment like a focus group, it’s through casual conversations with them or the people who understand them best (typically frontline leaders). Persona exercises can also help uncover what questions we need to ask.
2. Our intention is to promote buy-in from our team, peers or exec under the guise of feedback or collaboration
Of all the intentions, this is the most fraught.
Presenting a fully resolved idea just before launch typically leads to nitpicking over irrelevant details as everyone cocks their leg on the proverbial tree. Conversely, getting everyone involved at every stage simply dilutes the initial idea and slows progress to a crawl.
Instead, one or two carefully considered and facilitated workshops with key stakeholders in the early stages of a project is often the best compromise.
It’s essential these sessions are framed correctly. They should take people on the journey, fostering a shared sense of ownership and involvement; setting context, expectations and objectives; and gaining the right information from the right people to set up the project for success.
Then, democracy is over and dictatorship begins.
3. Our intention is to seek validation
Doing things differently can be incredibly unnerving. It’s only human to seek validation, yet couching it in a request for feedback will almost undoubtedly deliver the polar opposite of what we hope to hear.
Ask for feedback and you can be damn sure people will try their best to help, often with limited knowledge of the audience or context for what we’re trying to achieve. As such, most feedback is purely subjective; well-meaning, certainly, but generally irrelevant and unlikely to accomplish more than exacerbating existing self doubt.
Instead, leaders should embrace the discomfort — a feeling that only comes from producing truly pioneering work.
Or, at least be honest in declaring our true intentions upfront. We have a friend with whom we preface all feedback bids with ‘I’m seeking feedback’ or ‘I’m seeking validation’ so the other can respond accordingly. It’s amazing the difference that simple acknowledgement makes to the resulting conversation.