Two Questions Every Organization Should Answer.

We live in a society that loves to analyze when things aren’t going well.

We'll stop and take all sorts of time to diagnose an issue and come up with a hypothesis on how we can correct it moving forward. It's like some sort of fun game.

And when things are going well?

We don't seem to have the same approach.

We tend to assume things will continue to go well as long as we "keep doing what we're doing now".

But what is it that you're doing (or not doing) that is contributing to your success?

Have you taken the time to stop and define it?

I'd argue that not taking the time to evaluate the reason behind your success can be the difference between temporary results and long-term sustainable success.

(and if you aren't experiencing the results or success you're looking for, these questions still might spark positive reflection and conversation that could create the outcomes you're looking for)

Today, I want to share two important questions I asked myself when I sat in the CEO chair (and ask my clients today) and how to go about answering them so you can set your organization (or team) up for sustained success.

Why are we different?

You might be thinking, "Alan, I think about this question often and know the answer."

I've been involved in leadership conversations with a lot of organizations recently who have said the same thing and they often give the same pollyanna answers like:

• “We care about our clients”

• “We’re consultative”

• “We’re advisors”

• "We're a flat organization"

• "We're nimble"

And if that's your answer, here's the thing... those kinds of answers don’t identify a unique value add or differentiator you bring to the marketplace.

Someone can come along and do those things better. And how can you really differentiate or measure how much you "care" or "advise" your clients?

I recall having this same conversation with the leadership team at Baker Tilly and I got many of the answers I listed above...

My response was simple, "That's not good enough. We have to come up with something better."

In his book, the Growth Leader, Scott Edinger writes about the idea of a powerplay-type advantage.

(All you hockey fanatic readers know exactly what a power play is and the advantage the team on a power play has.)

Within hockey, there are times when a team is on a power play. When that happens, they have 5 players on the ice and the other team has 4 (or possibly 3) players on the ice.

It's a distinct advantage. The differences between players when it's 5 on 5 on the ice may be marginal—but 5 on 4? A distinct advantage.

In his book, Edinger relates this back to the business world.

What's the thing that gives your organization a distinct advantage in the marketplace?

And whatever your initial answers are, I encourage you to go deeper.

What's unique about the way you care for clients? How do you do it? How do you approach advising in a unique way? Why is it valuable? What value are you creating for your clients that others can't deliver like you do?

Heck, if you're coming up short on meaningful answers internally, go ask your clients. They'll point you in the right direction.

If you can't identify why you're different, well, then you probably aren't.

And that's not a place you want to be as a leader.

A meaningful answer to this question can lead to the next part…

Why are we growing?

Put another way: Why are we winning?

Ok, so why does this question matter? Why is it important we take the time to define why things are going well and why we are winning?

Because if we don't, we may be winning now, but what about in the future? What if we experience a downturn or some other unforeseen thing that affects the marketplace?

And it's not just about protecting our downside.

Identifying the reason we're growing can lead to more rapid growth as we double down on our unique power play advantage and sustain that growth for longer.

Here's a hint:

The reason you're winning likely has to do with the fact you're exploiting your distinct advantage in the marketplace (the answer to "Why are we different?").

Leaning into your distinct advantage could result in things like pricing power, expansion to other markets, confidence in making growth investments, and the opportunity to replicate your success with other service/product offerings.

Here's the thing... you can't exploit something you haven't identified in the first place.

That's why the answer to "why are we different?" is so important.

And if you're reading this thinking, "That's great, Alan, but we aren't growing right now."

Identifying your distinct advantage is often a catalyst for growth.

Everyone can have these conversations.

Look, this discussion needs to be happening inside your boardroom… or inside your department meeting… or inside your team huddle.

While I'm often speaking to the C-suite leader at the organizational level, this same conversation can be had within teams of any size.

I don't care if you're the CEO or a middle manager, answering these questions can turn “we’re growing/succeeding now” to “we’re likely to continue growing/succeeding into the future”.

And if you aren’t growing, identifying your differentiator in the marketplace could unlock future growth opportunities.

It's the leaders and organizations who are having these types of conversations that are the ones who BREAK THE MOLD™.

With intention,
Alan D Whitman