Lessons From Long Distance Running: Focus

This is part of the series "Lessons from Change Management Strategies and Long Distance Running."

Have you ever been tossed three squishy balls and an egg at the same time? Which one would you catch? Hopefully the egg!

I have used this exercise in a training program to illustrate the concept of FOCUS. It's amazing how fast people can focus on the thing that really matters.

For runners, focus provides energy, motivation, stamina, concentration, and helps channel the physical and mental effort of the runner to maximize performance. Focus also helps deal with pain and other distractions that inevitably occur. There are many ways to achieve focus both before and during the race. I only mention a few that have corollaries to change in organizations.

1. Vision: The best runners visualize the course and the end. In my case, I could see in my mind's eye, my kids anxiously waiting at mile 13. This gave me a long-term view of what I wanted to achieve. In organizational transitions, a shared vision of the end state helps people not only pull in the same direction but also deal with the unexpected and even difficult aspects of any change.
2. Purpose: Runners might have different purposes for running a race (e.g. to beat a time, to finish a challenge, support a cause, etc.), but in all cases, the purpose should be clear and compelling. In organizations, people must understand the reason for the change. Often this is referred to as a "burning platform" or a "felt need for change." Whatever the case, it must be something that awakens the emotions of people throughout the organization, not just the CxO.
3. Principles: In running, fundamentals are important. They include things such as diet, stride, hydration, pace, breathing, etc. A solid understanding of and careful attention to basic principles is vital to successful performance. In organizations, well articulated fundamental operating principles help people better understand how to change, build confidence, facilitate action, and inform decision making, all of which are critical to successful change management.
4. Targets (objectives): In running there are many indicators one can pay attention to during a race such as pace, time, rhythm, etc. One should be careful to select the critical few indicators that most helps maximize performance and then set objectives or targets to keep track of during the race. During times of organizational change, there is a natural propensity to measure everything. But not everything is of equal value. Selecting and monitoring the critical few indicators gives people a way to focus on those things which are most important to achieve the purpose and vision of the change.
5. Task: This is the tactical application of the principles. In my case, my stride was too long and that was causing pain on my knee. I learned to focus on every single step to minimize the pain which made a significant difference. At times of change, people may lose a sense of control and direction. Specific instructions, precise performance expectations, consistent follow up, etc. are ways to help people focus on tasks that are important during change.

Focus is a powerful tool for runners, both in preparation for a race and during the race itself. Endurance athletes consistently practice focusing techniques to improve performance. Likewise, leaders can help bring focus in organizations at times of change when people tend to take their eye off what's most important. Vision, purpose, principles, targets, and tasks can serve as a funnel that helps people adjust their lens and zero in on what's most important during times of change.