Do we have strategy days to process emotion?
At a recent CEO luncheon, the business leaders around the table got talking about the challenges of developing strategy in their organisations.
Through the discussion we addressed how often, why and what ensues, when one leader said, ‘I think we have strategy days to process the emotion in the business.’ This seemingly incongruous idea about emotion and strategy struck a chord with me.
I’ve often talked about strategy being the vehicle to consensus, but does it go deeper than that? In the seemingly logical, analytical process of developing strategy, are we missing the ingredient that will make it all stick? Naming and dealing with our emotions?
When designing good communications strategies, we often talk about emotion. We talk about heart and head, and we go to great pains to think about what will motivate people to behave in the way we want them to. We ask, ‘what’s in it for them’? How do we want people to feel about our brands? How does this key message connect with our audience?
But when we get to the Senior Boardroom table, we seek to find the ‘right’ way forward, the answer to the current challenges – weighed up by ROI and share prices. But are we missing the discussion about the most important element in our businesses? The actual thing that will make the difference?
Why have our emotions been excluded from the strategy discussion?
When facilitating a strategy session – it is very clear to see and feel the emotions in the room. When you’re out the front, you see the eye rolls, the thinly veiled attacks on colleagues, the frustration, the conflicts, the exhaustion, the resignation sighs, and ‘I don’t like where this is going for me’ opinions. You also see the jubilation, the excitement and the relief that comes when good strategy is in the making.
But are we allowing a clear and open forum in which to digest our emotions around the business beyond the annual staff survey? And if we did allow a discussion on how we feel about the direction of the company flow freely, would it be better – or worse for your company? Would the CEO or owner get some hard to swallow home truths? Would it make things better? Would your company culture support it or prohibit it?
As leaders, who essentially have the success or failure of our companies forever on our backs, are we adult enough to allow an open and honest conversation about our fears, dislikes, frustrations and desires for the company?
When running businesses requires so much from us, are we brave enough, respectful enough, authentic enough to discuss our emotions openly?
Zadro is a specialist in creating effective communications strategy. To find out more, please visit: www.zadroagency.com.au
