Turning the Curve

Most executive leaders I know are focused on results. While many are also adept at big picture thinking they measure success by what gets done—how much, how many or how well. These same leaders typically frame their ideas, analyze problems, and develop solutions based on the facts as presented. They prefer to quickly fix things or seize new opportunities without wasting time and energy.

Solving problems and making decisions doesn’t require a complex methodology. Sometimes turning the curve on an issue is really a function of process or a new way of thinking. At a community summit this past week business and community leaders gathered to think about the broad issues of education, income, and health in our region. The group included not-for-profit agencies, educators, government officials, faith community leaders, advocates, business leaders, and others who were tasked with shaping the agenda for these key issues in the next year.

Each small group began by identifying a community indicator (like the proficiency level of high school graduates in math and reading) and developing a plan to turn the curve on this issue. In other words, how could our community dramatically impact this problem in a positive way? The groups spent time explaining the story behind the baseline measure—the root causes (positive and negative, internal or external) that are strongly influencing the current baseline curve. Then they identified partners who have a role in turning this curve in a positive direction. This discussion included partners that might previously have been excluded from the conversations.

Each group then brainstormed what might work to turn the curve on their problem. Off-the-wall ideas were encouraged as were low-cost/no-cost solutions. The exercise ended by choosing two strategies that could have the greatest impact on this problem in a positive way. The entire activity was limited to one hour.

Amazingly the teams were able to quickly choose an “end” and use the process to determine the  “means.” Immediate connections were made to no-cost/low-cost solutions that could be acted on without much effort. Conversations about the community’s needs took on a tone of possibilities rather than impossibilities. Key leaders were introduced to each other throughout the day’s activities. The opportunity to affect real and lasting change permeated the discussions.

Sometimes the reason company and community problems persist is because we continue to address them in the same way. Often the story behind the curve of the baseline is missing or ignored. When we are getting paid to treat a symptom why would we want the root problem to actually go away? For Type A leaders, this approach to decision-making offers a framework for achieving real results. To the organizations and communities suffering from systemic issues the process brings new hope. Everyone benefits when we turn the curve on a problem. Getting it done may be easier than you think.