By Mike Myatt, Chief Strategy Officer, N2growth
At one time or another all great leaders experience something that is so big, so impactful, that it literally changes the landscape. It’s what I call a “Game Changer.” A game changer is that ah-ha moment that creates an extreme, disruptive advantage or improvement. What’s interesting is that the best leaders proactively focus on looking for game changers. Sure, great leaders never lose sight of their core business, they pay attention to managing risk, etc., but they expend far more energy intentionally searching for opportunity, but not just any opportunity – a game changer. In the text that follows I’ll not only provide you with a blue print for finding game changers, but I’ll also ask you to share your experiences and insights as well. I hope this post is a game changer for you…
As most of you know, I spent last week at the World Business Forum in New York. I listened to esteemed business school professors, two Nobel laureates, bestselling authors, and some of the world’s most successful CEOs. These were all people who have personally experienced game changers, and some have experienced them many times over.
While there were clearly a few moments last week that I found instructionally valuable in terms of creating a game changer (Nando Parrado), there weren’t nearly enough of them. There was far too much rehashing of old ideas spun as new. A game changer doesn’t maintain the status quo, it shatters it. It was this taste of disappointment that led me to share my personal process for finding and implementing game changers – I call it SMARTS(C) (Simple-Meaningful-Actionable-Relational-Transformational-Scalable).
Simple – While not all game changers are simple, the best ones usually are. In most cases simple can be translated as realistic, cost effective, quick to adopt, and fast to implement. Don’t get entangled in complexities, get heavily invested in simplicity.
Meaningful – It must add significant value to your core business, and if it doesn’t add to the core business it better add even more value. Here’s the thing…most leaders get sucked down into the weeds and they spend too much of their valuable time majoring in the minors. If it’s not really meaningful, it’s not a game changer so why do it? Focus on value creation.
Actionable – It’s not a game changer if whatever “it” is never gets off the drawing board. If you cannot turn an idea into innovation, if you can’t put thought into practice, it’s not a game changer. By definition game changers happen, they exist, they have life. They don’t lurk in the shadow-lands of the ethereal and esoteric, they become reality.
Relational – I have found that game changers enhance, extend, and leverage existing relationships as well as serve to create new ones. When you get down to brass tacks, all business boils down to people (employees, customers, partners, investors, vendors, etc.), and people mean relationships. Real game changers understand the power of people and relationships, and they embody this in both their construction and implementation. If you forget the people, you cannot have a game changer.
Transformational – I have yet to see a static game changer. By definition, a game changer causes change. If nothing changes, if nothing is created, if nothing is improved, if nothing is transformed, then you don’t have a game changer. A lesson that I learned long ago is that you simply cannot experience sustainable improvement without transformation.
Scalable – if it’s not scalable it’s not a game changer. An idea that offers no hope of a future will more often than not turn into a nightmare rather than fulfill a dream. True game changers are built with velocity and sustainability in mind. The best thing about real games changers is that they build upon themselves to catalyze other accretive opportunities.
So there you have it, now that I’ve shared my thoughts on creating game changers, my SMARTS if you will, it’s your turn to share. Share an ah-ha moment, an experience, a process, but share…This post can be a game changer to many people if those who read it are willing to share their collective wisdom. Go…