Sharpening Focus Without Losing Momentum

Have you ever seen a business where focus is missing? They’re too busy chasing clients, products - the classic shiny thing syndrome. That’s where things like your target customer profile and getting clear on your strategy really make a difference. It’s also about not trying to be all things to all people.

There are so many things you can do in business, but if you spread yourself too thin you tend not to make a real impact. You also don’t get the opportunity to specialise and become known for excellence in an area, which makes it much harder to stand out.

One of the first things they teach in business is to pick your niche and learn to own it by going deep, rather than spreading thin and going wide.

Typically, loss of focus shows up after a major milestone or goal has been achieved - such as moving into a new building or launching a new product. The initial excitement wears off and people realise they don’t have anything as exciting or as big to aim for next, so they begin to dabble. That’s usually a sure sign that focus has been lost. Often it shows up as a lack of a clear vision.

There are some simple ways leaders can sharpen their focus without slowing down the business.

1. First, analyse where time is being spent and compare it with where value is actually being created. Often there’s a gap between the two.

2. Second, review the company’s vision and strategy on a regular basis to ensure they are still relevant and don’t need refreshing.

3. Third, at a macro level, look at the wider business environment. A framework such as a PESTEL analysis - Political, Economic, Social, Technological, Environmental and Legal - can help leaders understand what is happening around them and what they need to be aware of.

Another important shift is recognising that stepping back is part of a leader’s job. That’s where leaders often add the most value.

Jeff Bezos from Amazon once said in an interview that his job was to make three key decisions a day. The reason he could run such a large organisation was because he ensured his time and focus went into areas that nobody else could do - and he encouraged his leadership team to do the same.

In other words, it’s a mindset shift from being operationally busy to being strategically smart.

As we head toward year end, take time this week to stop and reflect. What worked well this past year that needs repeating? What needs to stop, change, or be adjusted?

Take those lessons and apply them as you plan for the new financial year.