I’m fatigued beyond words with the two political parties we’ve got to choose from in the US. There has to be another way, another way to think through all the problems we’ve got in the States. And, while there are literally billions of opinions, there’s only two viable parties. So, i’ve been intrigued by the idea of the Third Way and Radical Centrism.
There is a premium on civility among Radical Centrists that, while we all believe it is essential for Radical Centrist purposes, is intrinsic to who we are as people with a wide variety of interests. For most of us this is an effect of religious faith, including something similar among good-intentioned people who may be classified as humanists –in the sense that the word is used historically to denote someone who seeks wisdom from many different sources, not limited to religion.
But, given where we are, the concept of “Radical Centrist” won’t really fly and while “Third Way” suggests a clear positioning as an alternative, it’s just pointing a direction.
What we really need is a rebrand. Who wants to write the brief?
Kevin Bauer is, in some ways, a modern marketing unicorn. He’s got deep e-commerce experience, deep data & analytics experience, and general management/P&L experience. Plus, he’s got intrapreneurial experience, starting up new corporate ventures internationally. And now, he’s getting his entrepreneurial merit badge as the founder of Kessel Digital. It’s safe to say he’s been around the block in more countries that most of us.
Because of the breadth and depth of Kevin’s experience, I was curious about some of his most formative experiences. You know that saying, “No business plan survives first contact with the customer”? Well, Kevin lived it as key part of a team launching a European subsidiary.
“We were the huge dominant company in the US and so sure all we’re going to do is you know right click copy and paste”. Of course, there were surprises and hurdles and, as you might imagine, things didn’t go exactly according to plan. Most importantly, one of the key consumer behaviors that drove the business in the US didn’t exist in Europe. The team had to start over after trying for months to get established.
The key leadership lesson: You have to support a team through the various stages of frustration (even when you’re feeling it too!), and support them through the pivots. All without decreasing the level of effort or intensity.
Pivots are hard in any situation, but especially when the urgency for results is mixed with the real pressures of a business closure if those results aren’t met. Leaders like Kevin have to make a tough ask of their team members who might be battling fear: “I need you to embrace that fear”.
Kevin’s insight: If you’re the leader, and you’re asking your team to embrace their fear, you have your own special obligation: Radical Transparency. “I had to be radically transparent about the plans, and how we were going to achieve it. And who was going to have to do what and what the risk was. ”
This sounds pretty straightforward, but there’s a critical piece woven through the commitment to radical transparency. You better have a really good plan. “If you’re radically transparent but you have no plan and if you’re not organized in your communication… Yeah, then it’s…we’re all just running off the cliff.”
As Kevin and I wrapped our conversation, I was looking at the concept of transparency differently than I had. Transparency is obviously a clarifier. But it’s really the way to be the most respectful to the people you’re working with and to keep the focus on the action plan, not the anxiety your team might be feeling. It’s a key tool to keeping the energy and effort up through the pivots.
