CHAPTER 3

Let’s Go!

Wednesday, 9:00 a.m.

Everyone is on time and ready to start the meeting. By now Katherine is sure of the direction to take: She is convinced that Design Thinking is the best approach and Alessandra’s encouragement in this direction has given her a lot of confidence.

She does not want to impose herself on the team: She prefers to try to bring everyone on board by convincing them of the approach.

Elisabeth had been a bit annoying the day before, with constant references to Andrew and their conversations, but she certainly invested time in preparation and analysis. This cannot be denied.

“Good morning!” Katherine begins. “First of all thanks again for yesterday’s discussion. We had different opinions, but it was a positive and productive conversation. A constructive discussion between us will always be fundamental to evaluate the range of possible options and choose the path that we will decide is the best for the company.”

“True, Katherine, but we must also make a decision,” Elisabeth immediately intervenes. “The debate itself can be fascinating, but we also have to produce results and there is a lot of work to cover.”

Katherine is a little surprised by what seems a personal attack, but she decides not to be discouraged. Vice versa, she goes to the whiteboard and picks up a marker: “Absolutely, yes, and I thank you for this point, Elisabeth. So let’s try to rationalize yesterday’s discussion and see if we agree on what characterizes the current situation before deciding which approach we want to take. Let’s start. Elisabeth, would you say that the problem we have to face, I mean the channel market, is stable or has it changed a lot in recent years?”

“Obviously it has changed a lot, we all know it,” Elisabeth answers a little ironically.

Katherine writes the first line at the top of the board: “Market under significant changes.”

“Maurice, as far as we know, based on what was discussed yesterday, and given that the market context is of ‘significant changes,’ how likely is it that the solution requires an innovative approach or vice versa the optimization of the current approach?”

“It seems obvious to me: The market scenario is very different from what we knew only a couple of years ago and it is still evolving so it is likely that a new approach could be beneficial to us,” replies Maurice.

“Are we all on the same page? Anyone has a different opinion?” asks Katherine as she turns to the whiteboard and adds 2 new lines: “Fast evolving context” and “Need for a new model.”

Katherine pauses for a few seconds to let everyone internalize the points and possibly chime in. After a few moments, everyone nods, then she continues: “What do we think of the data? Should we analyze all the available market reports and our own internal data on turnover and profit trends... or should we complement them with direct interviews with channel operators and perhaps their customers, to gain a first-hand understanding of their behaviors, purchase criteria, preferences, and so on?”

“The latter,” Mark immediately jumps in. “We need a mix of big data and small data.”

Katherine writes “small AND big data” on the whiteboard.

“Well, Team. According to an article, I read last night, we have just described the almost complete list of reasons why a Design Thinking style approach is preferable.”

So saying, Katherine distributes to everyone 2 photocopied pages of the article which include a table almost identical to what is written on the whiteboard.

The approach is chosen. Everyone seems convinced and the second part of the meeting is much more fluid and operational. They decide which partners and customers to interview, how best to open the conversation with them, how to avoid introducing any bias, the questions to ask, partly open and partly closed.

The energy level in the room also feels better. Except for James who once again remains on the sidelines. Katherine had thought of involving him, asking him a direct question, but then she preferred to turn to Maurice because it would have been difficult for her to manage a silence while trying to build consensus and energy.

The meeting quickly comes to define a good action plan and they decide to reupdate the following morning.

As everyone leaves the room, Katherine calls James.

“James, sorry, do you have a moment? There is one aspect on which I would need your help. Can we go to lunch together and talk about it?”

“Yes, of course, Katherine, tell me what time you prefer,” James kindly replies.

***

Apold’s canteen, 12:30 p.m.

They choose a table a little apart from the others to be able to converse more privately. Katherine is undecided on how to enter the subject without putting James on the defensive and aggravating his disengagement.

“James, I would like to know what you think about the project because I noticed that you didn’t intervene much during our first meetings. I know your background and I’m sure you have an opinion.”

“What they have assigned to us is certainly a real problem that must be addressed. The channel situation is not pretty when you look at the numbers. I also think that the senior leadership team made the right decision in creating a dedicated new team with a new leader, someone who doesn’t carry too much baggage for considering a real transformation. It might have not been the most obvious choice; I’m sure several C-levels would have liked to put their name on the project.”

“Yes, you are probably right, but… what do you think? Are we taking the right direction?”

“Yes, I think so. I am not an expert in Design Thinking, but I too have read a couple of articles on the subject. Indeed I have also followed some short webinars, but then I thought it was not a good use of my time because it seems to me that here the corporate culture is almost the opposite.”

“Do you speak from experience? I mean, have you made Design Thinking proposals that have been turned down?” continues Katherine, starting to understand the problem.

“Frankly no, I lacked the energy. Or rather... the context, in which I was in, was discouraging. You see, I believe that innovation is the key to success in our market, but it seems to me that the company rewards only the most conservative behaviors. So, I correct myself, yes: I tried, in the past, but after bumping into roadblocks a couple of times, I realized that it was better to let it go and that my point of view was not particularly appreciated by my leadership.”

Katherine goes further: “Do you know the story of the 2 stonecutters?”

“No… I don’t think so.”

“A pilgrim visiting a big city sees a worker who is cutting stones and he asks him what he is doing. He replies: ‘Can’t you see it? I break stones from morning to night: a terrible job, it’s hot here under the sun, it’s dusty, I break my back for 2 pennies.’ The pilgrim understands that it is not wise to continue the conversation. Then he sees another worker nearby, apparently intent on the same job, but all smiling. The pilgrim approaches him and asks him the same question: ‘What are you doing, good man?’ and this: ‘I do the greatest job in the world! I’m building the Cathedral!’”

“I understand Katherine. You are telling me that I feel like the first worker, but it’s up to me to see the Cathedral.”

“And chime in, please. I would be very grateful, James, if you could. We need everyone here; indeed, the more we manage to put together different points of view, the more this will affect the quality of the outcome.”

“Ok, Katherine, I’ll try… I promise… meanwhile I tell you that you are the first manager in many years who talks to me in this way and I thank you for this. It’s encouraging and I’m happy to be part of the team.”

Katherine is a little more relieved: Perhaps she has brought James back to the team. We will see it in the next few days.

Now everything seems set: The approach is decided, and the team is engaged. But will the team be able to make progress? This remains to be seen: It is a new team, with balance and teamwork still to be tested.

Deep Dive—Purpose

What does it make you get up every morning and go to work? What motivates you?

Money, career, duty are the most frequent answers. Personal fulfillment is, unfortunately, a very rare one.

Purpose is the meaning, the inner force which motives us every single day, the reason why we exist.

Purpose grows in the personal sphere and corresponds to our ultimate realization, the reason that drives us to our self, to the contribution we want to leave in this world (e.g., for an executive, the purpose could be to contribute to the discovery and maximization of the potential of their collaborators). Linked to the purpose are the identity (e.g., an executive could recognize oneself as a mentor/coach) and the values that guide us (e.g., altruism, help, integrity).

Purpose, identity, and values are personal aspects that everyone should analyze and be aware of. This allows us to feel fulfilled and avoid or resolve the crisis, which arises when we move away from our deepest selves (see Figure 3.1).

image

Figure 3.1 The human being trade-off

Credits: Sebastiano Boni

After the enthusiasm of the early working years, people very often find themselves in a vicious circle, overwhelmed by activities and duty (the doing), and they lose the sight of the meaning of what they do. Without a meaning, frustration, tiredness, disengagement sometimes take over. When this happens, people fall apart—they do not recognize themselves in what they do and feel as if they are sacrificing their life without a reason.

Purpose is missed. Meaning is missed. Individual values are missed.

It is not necessary to change jobs to rebalance doing and being, but it is key to reinterpret or adapt the job so that it is clear how this can align to and express our purpose and values. Therefore:

Importance: What is important to you? What gives or would make sense of your working days? What are your values?

Coherence and affiliation: Think about the corporate strategy and culture—How is it consistent with your purpose and values? Do you feel part of a bigger project?

Alignment: Analyze the projects you are working on. What can you do to make small changes to the way you work so that it is more aligned with your values? What energizes and engages you?

Sharing: Reflect on colleagues. Who shares your same values? Who do you love to work with and relate to? With whom can you build a solid and functional relationship to create a better working climate?

There won’t be a company that 100% reflects your needs, but each will have aspects aligned with you. Identify them! Nothing is more motivating than an inner voice. Neither corporate mission nor salary nor career incentive can spur you and make your work meaningful as your purpose.

Personal fulfillment is an individual responsibility. Seek it, create it, reach it!

As an executive, you will have a second, but equally important responsibility: helping or supporting your collaborators in finding their own purpose. This will allow their fulfillment, satisfaction, and happiness, with the consequent increase in motivation, dedication, and creativity with direct benefit in productivity and engagement (see Figure 3.2).

image

Figure 3.2 The purpose value chain

Credits: Sebastiano Boni

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