Keep Playing to Win

For companies facing into a highly uncertain budget environment, there may be a tendency to hunker down and protect what they have.  This approach is certainly understandable particularly for companies with large franchise programs and client accounts to ‘keep sold’.  However, going defensive sets into a motion a downward spiral that erodes competitiveness making it more difficult to win in the future.  In situations like this companies start playing ‘not to lose’ instead of playing to win.

Trying to build a fortress around your portfolio is playing defense.  In medieval days, a well-constructed castle could sustain months of siege but sooner or later a determined adversary would break through.  Building walls may keep threats at bay for a while, but it also pens you in and limits your freedom of maneuver.  Bobby Knight said “Most people have the will to win, few have the will to prepare to win.”  This should be a call for companies to lean forward and draw on the creativity of their employees to find new ways to win.  Like a great sports team, practice and preparation is key to maintaining a competitive edge.  Companies that hunker down are sure to lose their competitive muscle making it more difficult to win in the future.  The old adage “if you don’t use it, you lose it” is certainly true when it comes to competition and winning.  It’s just as easy to get on a losing streak, as it is a winning one.

There is no doubt that budgets are declining, opportunities decreasing, and both companies and consumers remain hesitant about investing and spending.  That doesn’t mean that growth isn’t achievable.  In every economic contraction companies emerge that run counter to the trends and find ways of growing, sometimes very fast.  These companies choose to ignore ‘conventional wisdom’ instead believing they can grow and they make it happen.  A teashop near my home has had a small sign in the door that states clearly that while others have reported a recession, they have chosen not to participate.  While I don’t know how they are doing financially, they certainly seem to have customers whenever I visit.  Growth is as much attitude as it is product, business model, or any other factor. 

This is also a great time to review what you’ve been doing and make adjustments.  Changing things when all appears to be going well is difficult.  Employees don’t see the need, investors/shareholders aren’t interested in unnecessary risk, and managers are comfortable keeping the wheels running on the current track.  When things get tough, there is often more appetite for change, even radical change.  People expect you to take action before a crisis emerges, to get ahead of the curve.  Taking advantage of the environment to make changes that need to be made is a good way to move the organization in a new direction.  As Rahm Emanuel said “You never let a serious crisis go to waste.  And what I mean by that it’s an opportunity to do things you think you could not do before.” 

Finally, you want to stay in the game to win because it attracts talent.  Most people are competitive and everyone wants to be on a winning team.  When you start playing ‘not to lose’ you begin to zap the spirit out of your workforce.  People become accustomed to doing enough to get by, but not much more.  The unintended consequence of affordability initiatives can be an attitude of ‘cutting corners’ and doing more with less.  If management doesn’t keep the context clear and concise, what was intended as a means of getting more competitive can be interpreted as playing defense.  Here, communication is critical and employee involvement key to staying focused on winning.

This certainly doesn’t mean that a simple attitude shift will make the economic conditions improve.  However, it is certainly easier to take on competitors who are ‘down in the mouth’ and suffering.  Staying focused on customers, finding new ways to address their needs, and seeking out new markets is often easier when things are tough.  It sounds counter-intuitive, but there are plenty of success stories that should encourage companies to maintain the winning edge.  So if you’re an organization that has been victim to the economic conditions, go back into the competition gym and get back into shape.  If you’ve been playing ‘not to lose’, start playing to win again.  And if you’ve been winning, put your foot on the accelerator and take advantage of what’s working for you.

Duane Grove is founder of Connect2Action, a strategy execution specialist at the intersection of employee engagement and executive leadership, igniting innovation as a lever to accelerate your growth.  Follow Duane on Twitter @connect2action and connect with him on LinkedIn, Facebook, and Google+.  Learn more by visiting www.connect2action.com.