The MGMT Minute: Call It An Experiment

Problem: Most people don’t like change.

• It forces reflection

• It breaks routine

• It takes effort

And when a change is both unproven and perceived to be permanent, the natural reaction is to push back. That pushback might be an explicit “No.” Or it might come as a silent protest protecting the status quo.

But as leaders, we must be problem solvers. Solving problems with teams means doing things differently. It means championing constant change.

My Tactic: Lower the cost by lowering the stakes.

Compare:

“I need everyone to adhere to these OKRs for Q4”
“I want to experiment with using OKRs for Q4.”

The first one begs questions of resistance:

• How will they be set?

• How will I be judged?

The second activates thoughts of refinement:

• How can I make this work for me?

• How can this solve our problem?

Experiments generate data that drive decisions.
They are the process for deciding, not the decision itself.

Bonus: Agree on the threshold of success upfront.

You’ll be even more credible if you:

• Set a date to review.

• Define a target for cutting it off.

It’s not an experiment if it can’t fail.
But many times, all success required was getting started.

As promised, one minute.

Appreciate you!
Dave

PS - One successful experiment we run is our free 30-minute “lighting lessons.” We have one next week on effectively managing underperformers. We hope you’ll join us.

PPS - I only preach what I’ve practiced. This was also an experiment. I’m considering adding a second edition of the MGMT Playbook each week in the one minute format above. Practical advice. No frills. What do you think?

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