Business leaders must make and update strategic plans, and generally take stock of their organization. Consider reaching out to 15 to 20 people and ask these three questions:
- What two things should I continue to do?
- What two things should I start?
- What two things should I stop?
These questions can be posed to several team members, close personal friends, and a few referral sources in your professional circle. You may not like all the answers, but trust that you will get fair and honest feedback.
Blind Spots
One of the tenets I’ve always adhered to in business is that “you don’t know what you don’t know.” My goal with this exercise is to help uncover some of those blind spots. What can’t I see?
Most days, it feels like I’m driving down the (proverbial) highway at 90 miles an hour. I know I need a better view of what’s around me, so these three questions are going to be my blind spot detectors. The answers just might help me avoid a few scary near-misses and, perhaps, even a company-killing accident.
Fresh Thinking
Researchers tell us that multiple perspectives are the key to innovation. Maybe I’ll uncover some new path we should be taking as an organization. Or, just as likely, I’ll get people telling me to stay the course—to give ideas enough time to take root and sprout before I head off to take on the next “big” idea.
In business circles, this feedback tool is generally known as the SSC or SSK (Start, Stop, Continue/Keep) process. The exercise can be used in any area of your life: as a business leader, coach, partner, parent, etc. You can also use it for company-wide analysis, asking employees and customers what the organization should start, stop, and what you should preserve.
Either way, whether we ask these questions of ourselves or our organization, the magic truly comes from how we respond. I’m sure I’ll struggle with some negative feedback. But if we can accept the answers with grace, humility, and perhaps even transparency, we can improve communication and trust.
