Being the Architect
My last message, “The Displaced CEO,” elicited a strong reaction. Many of you replied to that email, telling me how attracted you are to the tactical, short-term priorities and how difficult it is to stay in the Architect’s seat.
One CEO was even more pointed. She said, “I want to sit in the heavy silence of strategic uncertainty, but I don’t know how to do that.”
I suspect that’s a question that many CEOs are asking themselves (in secret), so I thought it might be helpful to share some of what I wrote back to her with you directly.
First, I don’t know either. There is no 7-step plan that will put you in control of that uncertain future. Answering the questions, “How will we win in a world that looks different than today? What systems must we build now to deliver what our customers want next year?” is hard work. It’s not done in an afternoon. That’s why you get paid the big bucks!
And, there are some disciplines that I’ve noticed among those who have mastered it.
- Set aside time.
If your role still encompasses some operational responsibilities, maybe you are running the biggest client accounts, or closing the majority of the deals, there has to be time where you can’t do those things so that you can make time to think, experiment, and learn. Block your calendar, guard it like Fort Knox. - Look outside.
The answers are likely outside your firm, maybe outside your industry, or your clients’ industries. Following smart people, attending events where you’re exposed to people with different viewpoints, reading books/newsletters, and listening to podcasts are all ways to gather intelligence that you can then filter through the lens of your business and client interactions to help you have a perspective on where things are going. - Write.
When I write things down. Not facts, but my own perspective, answering questions, I’m thinking about it makes my thinking more visible (both to me and to others). There are lots of thoughts that make sense in my head that become obviously wrong when I put them on a page. - Find a sounding board.
Those who are good at this have a sparing partner. Someone, or many someones, who sharpen their ideas and perspective. People who are willing to be frank, poke holes, and help you improve your ideas.
Clarity emerges slowly. I have to tolerate feeling unproductive to formulate a vision I believe in. The days when I’m sitting in uncomfortable silence, nothing gets checked off my list, my emails pile up, and folks are waiting for my decisions when I emerge. But without that time, I’m rudderless, reacting to every crisis as it comes up.
If this is something you want to explore more deeply, hit reply, and we can set aside time to talk about your specific situation and see what might be next for you.
