Being Strategic with Erika Andersen

Note from Phil: One of my favorite authors and management thinkers is Erika Andersen. I got introduced to her from my friends at 800-CEO-READ when they had her in for a session in Milwaukee some time ago, and all the employees raved about what an outstanding facilitator she was. I devoured a copy of her first book Growing Great Employees and got to meet her in person in December of 2007. When I found out about her new project, I immediately reached out to see if I could interview her and share her insights about the importance of being strategic, the title of her latest book. I hope you enjoy it.

Being Strategic: Interview with Erika Andersen

Phil: One of the things I enjoy about your work the most is your idea of "the simplest thing that works." It’s the title of your blog, it’s what Peter Block likes best about you, and it’s what I like best about you. What is the simplest thing that works, and why do managers need to focus on the simplest things that work?

Erika: I learned about “the simplest thing that works” from a wonderful non-profit organization called World Neighbors.  They work to help indigenous people all over the world become self-sufficient by teaching them practical skills – how to farm more effectively, how to protect their children’s health, how to create micro-economies that work.  One of their stated principles is to teach people “the simplest thing that works.”  They do it because they want the learning to be viral – for people to share it with their neighbors and friends.  For example, World Neighbors could teach farmers in Guatemala to increase their corn yield through a variety of complex 21^st century agricultural improvements.  But they could also teach them to do it by burying a fish head with the seed corn. So that’s what they do: the simplest thing that works.

We’ve found the same principle works for managers.  If they figure out the simplest solution that will actually address an issue, everyone is much more likely to understand it and be able to implement it consistently, and to pass on to others how to implement it. 

Phil: Your new book is called Being Strategic: Plan for Success, Out-Think Your Competitors, Stay Ahead of Change. Sounds like a VERY tall order. With budgets tightening, staff reductions looming, and companies (and people) on the verge of bankruptcy, can we really afford to do that?

Erika: I don’t think we can afford not to.  In these times, it’s more important than ever to be accurate (vs. panicky) about your current situation; insure you’re clear about the future you want to create; know what the obstacles are to your achievement of that future; and have clear and achievable strategies and tactics for getting there.

Phil: The simple models in your book are such a treasure. Can you share one with us, in simple terms?

Erika: One of the skills I propose and explain in the book as being essential to thinking and acting strategically is “being a fair witness.”

I got this from a book I read in college, Robert Heinlein’s Stranger in a Strange Land.  In it, he has characters who are “fair witnesses”; it’s their profession.  And a fair witness is someone who, when asked the color of a distant house, replies, “it appears to be painted white on this side.”  His or her professional responsibility is to tell the objective truth, as nearly as he or she is capable of doing – no inference, extrapolation or assumption.

Developing this capability is essential to being strategic; without it, you’re at the mercy of your own wishful thinking, hopes and fears.  In order to be able to “consistently focus on those core directional choices that will best move you toward your hoped-for future” (my definition of being strategic), you have to be able to look at where you’re starting from, where you want to go, what’s in the way, and how you might be able to get there with clear and objective “fair witness” eyes.

Phil: I’ve read you saying "…almost anyone can improve his or her ability to think strategically — and reap the personal and professional rewards that follow." What do you say to all the folks who say "You’ve never managed my team!" or "You’ve never managed in my company!"

Erika: What I’d say is that the ability to think strategically and the situation in which you have to apply it are two separate things.  If someone improves his or her capability in this area, it will make that person more effective, period.

Now of course, if someone works in a hopeful, collaborative, curiosity-supporting environment and manages smart, open people, it will be easier to have a positive impact by being strategic.  But even if you work in a closed, hierarchical, negative environment, or don’t have a talented and motivated team – approaching your situation strategically (what’s my challenge, what’s my current reality relative to that challenge, where am I trying to go, and how will I get there, given the obstacles in my way) will give you the best chance of dealing with it successfully.

Phil: What are some of the more common pitfalls that prevent us from being strategic?

Erika: I think the biggest one is fear.  Fear narrows your focus, clouds your thinking, and impels you to focus on the near-term at the expense of longer-term, higher-order goals.  If you or your readers are interested in finding out more about how to use being strategic as a counter-measure to fear, you might want to read my ChangeThis manifesto on this topic: Being Strategic: The Antidote to Fear.

Phil: I want to get started being strategic. What’s the first thing I need to do?

Erika: Read the book. ;-)

Seriously, though, the first order of business is to define the challenge.  I can’t tell you how many times I’ve seen people start to try to solve a problem before they agree on what it is! And then that conversation just devolves into “dueling solutions.” If you can get a group of people (or even just yourself!) to take a breath and step back from the situation enough to clearly define the problem they’re trying to solve, that’s a big first step toward approaching the situation in a good, solid, strategic way.

Phil: What else would you like to share with the readers of Slacker Manager?

Erika: I would love for your readers to know that the skills and mindset of Being Strategic are a huge labor-saving device.  Really: if your goal is to be a true slacker manager – not expending any unnecessary energy, while still doing an excellent job and having a good time – then approaching your career, your business and your life more strategically will be enormously helpful.  It’s a way to make sure that you’re actually focusing on those things that will best move you toward the future you want to create for yourself, while not wasting time or energy on those things that won’t support your hoped-for future.

Phil: Thanks again Erika. I can’t wait to see you live in person again sometime soon.

Erika: And I you!

More from Erika Andersen:

• Being Strategic book site
• Erika on CNBC
• Erika on the Early Show
• Martin Bishop’s interview with Erika
• Leader Business with Tom Magness
• The Essential Orange with Karen Koonings
• Life Beyond Code with Rajesh Setty