Stuck on Stupid ? (How Too Much Time Looking in the Rearview Mirror Can Set You Up for Failure)
Don’t Get “Stuck on Stupid!”
Whatever your political bent, or your view of the American media, you’ve got to love the recent comments of Lieutenant General Russell Honore during the Katrina aftermath.
When interrogated by reporters about Katrina-related mistakes and miscues, during the immediate aftermath of Katrina and the pending arrival of Rita, the Lt. General fired back with one of the best “in your face” rebuttals in media history. “You guys are STUCK ON STUPID!”, he said, “…and I’m not going to answer those questions!” Then, as only great leaders can do, he shifted the attention to what could be done NOW… going forward. In one short phrase, he showed the insanity of a backward looking fixation in a time of crisis, and the importance of quickly learning from mistakes and moving on. If only we could instill that kind of thinking into our organizations and personal lives.
We, as a culture, waste a lot of time fixated on the past. This is a tricky topic, because in order to learn, we have to be able to look backwards. I don’t believe the Lt. General meant to suggest we not look backward. Rather, I believe, he intended to show us the art of WHEN and HOW we should look back.
Here are a few of my observations about backward-looking actions, and where that line exists between effective diagnosis and what the good General would call a “stuck-on-stupid” culture:
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1. When (and WHEN NOT TO) look backwards- the theme I believe was most central to the Lt. General’s comments was this: There is a time and a place for a backward looking assessment.
In a football game, assessments occur at various intervals- half-time, end of quarters, during time outs, in the huddle, and sometimes even right before the play during a “check off” at the line of scrimmage. But assessments and questions about fault or blame NEVER occur DURING the play. The few seconds it takes for the play to unfold is about execution only. How stupid it would appear if one of the sports reporters walked onto the field and began questioning the coaches and players in the middle of a particular play. In sports, we see that kind of on-the-field interference as unacceptable, but in other crisis situations (like Katrina), we don’t think twice about the appropriateness of it.
In business it’s even worse. We have management agendas, advisors and consultants, board politics, and a myriad of other factors all screaming their opinion about how the play should unfold. Let’s take a lesson from our sports brethren, and save those assessments for AFTER the play is run. There’s nothing wrong with good assessment. But let’s save them for a time when they’ll have real impact instead of being seen (appropriately) as a distraction.
One more quick analogy
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