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Tuesday
Feb042014

Strategy vs Tactics: Slow Route to Victory or Noise Before Defeat?

On a hot summer day on June 30, 1963, a Union cavalry officer named John Buford happened to ride through a town in Pennsylvania called Gettysburg with his cavalry of 2500 men. One of his soldiers came running to him and reported the strangest thing. The soldier thought he had caught the glimpse of someone in gray uniform: A confederate soldier! If there was a confederate soldier in a town in the Union territory, it could mean only one thing: He was not alone. And it made no sense for a small team of confederate army to be inside an enemy territory. There must have been more, many, many more. “Something is about to happen,” thought Buford, “something big.” 

Image: Monument on Cemetery Ridge overlooking battle site at Gettysburg National Military Park. How well does your business utilize the intellect of its people? Click on the image to take Business Health Check, AQ.He looked around the little town and did something that almost certainly decided the outcome of the battle of Gettysburg three days later. After sending off a soldier to inform the higher ranks of what was to come and get reinforcement, he directed his remaining men to occupy the tallest hills he could find in the town - including the now-famous Cemetery Hill - that were connected by a ridge, forming a high ground. 

Thousands of soldiers gave their lives in the fierce battle that ensued in the next 3 days, many of them defending Cemetery Hill and other high points in the battle and many more trying to take them. It was an uphill battle for the Confederate Army, quite literally, as it was much harder for them to attack a heavily defended row of hills that had a much better vantage point, not just of the attacking soldiers but also of the entire battleground. 

It’s said that everything that you do before the engagement begins in a battle is called “strategy” and what happens after the engagement is called “tactics.” Both strategy and tactics were important in the great battle of Gettysburg. Both sides had the talent, the courage and the resources to fight a good battle. (It could be argued that the Confederate side had better leadership as both of their top generals, Robert E. Lee and James Longstreet, were present on the battlefield.) But because it captured the high ground early, the Union army ended up with a strategic advantage that tipped the scale in their favor, resulting in a decisive victory for the Union and a devastating defeat for the Confederates. 
Note: The above account is largely based on the book “Killer Angels” by Michael Shaara and my own visits to the battleground, which happens to be an hour’s drive from my home in Maryland. Although the book was based on actual events, some of the factual details are hotly debated by historians. I don’t claim to be an expert on the subject, only a curious student. 
Both strategy and tactics are necessary to win a battle. By capturing the high ground early, John Buford gave the Union army an enormous strategic advantage. However, the Union army wouldn’t have been able to hold the Cemetery Hill without tactical, one-on-one engagement that often came down to hand-to-hand fighting.

Same is true for business. A business requires a unique combination of both strategy and tactics to be successful in the marketplace.

How Human Intelligence Relates to Strategy and Tactics

Both strategy and tactics require a level of thinking ability and intelligence. 

It’s been well-documented that our intellectual capacity has two aspects: One relates to the “left-hand side” of our brain and other relates to the “right-hand side” of the brain. The left brain helps us think in a logical, step-by-step fashion so that we can plan, forecast and manage things in a linear fashion to achieve a particular goal or objective. The right brain helps us think laterally so that we can consider multiple possibilities at once and create options to help accomplish our goals.

Another way to say this is that the left brain helps us think tactically and the right brain helps us think strategically. Of course, both are important in running a business. 

My experience in working with business leaders indicates that most businesses have an affinity to one aspect of the intellect while the other does not get as much attention. In other words, a business is either strategically dominant or tactically dominant. 

A tactically dominant business is efficient, disciplined and focused, which allows the business to take disciplined action towards a given goal. However, a tactically dominant business often behaves as if it has blinders on. It only sees what’s directly in front of it. It ignores what’s around it and what’s in its long-term interest. 

A strategically dominant business has big ideas and a panoramic, 360-degree vision that allows it to see many possibilities to achieving its goals and objectives. But it is not so good at putting those big ideas into action and making a positive, efficient forward movement towards its goals and objectives. It acts a bit like a “head-in-the-cloud” person who is good at dreaming up big things but is all over the place when it comes to execution.   

Being in either state causes many businesses to get stagnant, even after many years of success. What it often needs is to bring the missing dimension - either strategy or tactics - to its operations. A good business finds a way to bring these two faculties together in a way that’s meaningful to that particular business. 

In which category does your business fall: Is it strategically dominant or tactically dominant? What can you do to bring the other aspect of the intellect into your business? 

Perhaps a good place to start is to find how well your business leverages the intellectual capacity of your people, which can be done by taking Business Health Check, AQ

Copyright 2014 Bhavesh Naik. All rights reserved.

Bhavesh Naik is the Founder and Creative Director of Awayre, LLC, a management consulting and human resource development firm specializing in activating the hidden power of a business process by engaging its people’s awareness. Awayre, LLC is a pioneer in bringing human awareness to the field of management and human resource development as its structural and fundamental component.
Monday
Jan132014

Do Your People Look Tired?

It’s not fun to see tired people show up for work. They don’t have to call sick to demonstrate how tired they are. Often, just looking at them is proof enough.

There are many reasons why people look and act (and feel) tired. In this article, we look at 3 of the most important reasons for low energy and motivation for work. 


1) Physical Inactivity

The first and the obvious reason is lack of physical activity, preferably activity that involves the whole body. While you can always encourage your employees to get exercise (even provide incentives, by giving them discounted gym membership, for example) it’s even better if you create a physically active work environment where people are encouraged to move.


Encourage the habit of walking up to another in-office person instead of calling them on the phone. Hold your weekly meetings in a place where people have to walk a bit to attend. Incorporate some fun activities in your meetings and joint sessions where people have to move. Conduct some of your monthly or quarterly meetings in an open park and encourage people to bring their family and friends. 


2) Negative Thought Pattern

The second reason for low energy is negative habitual thought pattern. Nothing sucks energy from a person more quickly than a negative thought that’s thought over and over again. Thoughts produce emotions. Negative thoughts produce negative emotions. Positive thoughts produce positive emotions. 

There is power - the effortless power, not the “lightning-and-thunderbolt” kind of power - in positive emotions. A simple way to say this is: When we feel good we are effortlessly productive, when we feel bad, we are not.

Encourage your people to always look on the bright side of every situation, no matter how hopeless it may seem. Also work to infuse a sense of upbeat, positive tone in your work environment. Encourage your people to immerse themselves in inspiring and uplifting media: books, audio, video and the like. You may even create a formal or informal reward system where people with positive ideas and attitude are publicly recognized for those attributes. 


3) Hard-wired-ness for a Different Job

The third and perhaps the most important reason for low energy in your people is that they are doing a job that’s unnatural to them. This one is hard to detect, especially when the person in question is highly qualified for her position. Unfortunately, our society and family pressures often compel us to pursue professions that are not well-suited to our natural gifts and inclinations. So people who look great on resume could be very wrong for the job they are doing. 


What’s the solution? Put them through some personality assessments, preferably before you hire them, that will tell you if your people are well-suited for the job they were hired to do. Careful though! If you use personality assessments after the job interview, you may be setting yourself up for disappointment. People that you fall in love with in the job interview may very well turn out to be the wrong people for the job after the assessment. That’s why, it’s a great idea to use such assessments well before they show up for the job interview. 

Do you know the level of energy in your work environment? You can find out for FREE in about 15 minutes by taking this Business Health Check

Copyright 2014 Bhavesh Naik. All rights reserved.

Bhavesh Naik is the Founder and Creative Director of Awayre, LLC, a management consulting and human resource development firm specializing in activating the hidden power of a business process by engaging its people’s awareness. Awayre, LLC is a pioneer in bringing human awareness to the field of management and human resource development as its structural and fundamental component.