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JULY 2019
Business Lesson
only possible to lose. Nothing stays the
same, but often companies only realise
this when it is too late.
Based on our consulting work and
research (with companies ranging from
startups to FTSE 100, elite athletes and
beyond), there are some common signs
of the comfortable…
Issue avoidance & short-termism:
Businesses which are in the comfort
zone tend to go to lengths to avoid
issues or conflict. There is a mentality of
not wanting to rock the boat, a tendency
to seek agreement at all costs – avoiding
or postponing difficult conversations or
decisions. This tends to lead to short-
term thinking. Comfortable companies
are happiest managing the short term,
focusing on what is more known
and knowable. The known, whilst
comforting, is also extremely limiting.
Self-satisfaction:
There is often an
implicit arrogance and/or an air of
self-satisfaction within businesses which
are too comfortable. There is a sense
that their scale or history will insulate
them from future change, or that their
unique perspective means that they are
the “smartest guys in the market”. This is
not only an unattractive personality trait,
but it also reduces the ability to empathise
with customers or consider competitive
activities (until it is too late).
Lack of ambition or risk-taking:
Another symptom of being too
comfortable is risk avoidance. Many
markets are quite competitive and getting
more so. To get significantly ahead
requires doing something different from
other players, and as a business, this takes
bravery. A comfortable business or leader
is inherently not courageous. The status
quo is the aim and the best strategy is
likely to be more of the same, rather than
different. Ironically, this sort of defensive
mindset leads to reductive thinking –
obsession over ‘what is’, prevents any
consideration of ‘what could be’.
Politics:
An interesting observation
is that the team which have some of the
above symptoms tend to be the most
political and least good at rewarding
talent. They are often highly political
because they are not looking outwards.
Teams in the “stretch zone” are united
by a common and tough goal. Teams
under pressure often come together.
Those without this pressure tend to
turn inwards. This often means that
talent is less rewarded than connections
Nick Pye is
co-author of
Stretchonomics
– The Art and
Science of
Success
and
founder of
innovation and
growth agency,
Mangrove
Consulting
or political skills. This wastes a huge
amount of time and money, with little
in return, rewarding “bad behaviour”.
History fans, think fall of the Ottomans,
Romans or ancient Greeks!
Lack of diversity:
Politicking naturally
leads to a lack of diversity of thinking.
If your goal (explicitly or implicitly)
is to keep your boss(es) happy and
maintain stability and comfort, it is
sensible to exclude those with different
or challenging views. The most
comfortable cultures we have seen are
where there are the 3 c’s: conformity,
conservatism and cronyism. Diversity is
the antidote for disruption.
Taking your business into the
“stretch” zone
The real key to being in the “stretch
zone” (ie not in the comfort zone)
is being very clear, as a team or as
a business, about what you want to
achieve and also what you are prepared
to do to achieve it.
Being clear on the scope of your
business or team and what it is you
want to achieve with clear measurable
targets is essential. This sets direction.
A number of recent studies have shown
that simply having a plan can as much
as double chances of success, even if it is
not executed. This clarity of direction is
meaningless without the commitment
to deliver against it. This commitment
can be broken down into a number
of constituent parts. Firstly, there is
resource – is there enough time, money
or people to deliver the target? If not,
leaders will lose credibility and teams
their motivation. Beyond this, having
the right capabilities, tools, people and
processes are key. All of this needs to be
backed up by brave decision-making.
The alignment of Scope, Target,
Resource Execution, Techniques,
Courage and Hunger is at the core of
being in the STRETCH zone.
In conclusion, our experience is that
a comfortable business is not only a
weak one poorly set up for shifts in the
market to potential disruption, but also
not a happy one long term. The problem
with not stretching is the alternative –
atrophy. Comfort is a finely-balanced
state not a way to run a business.