“Our strategy for the coming year is… hey, look, a squirrel!”
I was brought into a turnaround situation to get the company’s business model sorted out, moving it from transactional to relational; from a one-and-done purchase to a recurring revenue model. The company was suffering from typical startup growth pains, one of which was the trap of chasing the next big thing—new ideas, market trends, or buzzworthy initiatives. This phenomenon, distraction bias, more commonly referred to as "Shiny Object Syndrome”, can derail an organization’s focus, disrupt strategic direction, and ultimately drain valuable resources, both human and financial. Which it did quite successfully in this case, even resulting in some team members leaving to escape the chaos of constantly changing priorities, just as I arrived on the scene.
To get the team and company on track, my message – mantra even – was, “We can do anything, we cannot do everything.”
“We can do anything, we cannot do everything.”
Here’s the structure I used which helps company leadership stay grounded and avoid (or at least minimize) shiny object syndrome:
Define Clear Goals and Stick to Them
Successful organizations are built on a solid foundation of well-defined goals. Leadership must take the time to outline long-term objectives and ensure that every decision aligns with those goals and secure key stakeholder buy-in. It’s important to regularly review progress and adjust where necessary, but the core mission should remain stable. Ask: “Does this new opportunity align with our strategic vision?” If not, it might be a shiny object.
Create a Strong Decision-Making Framework
A structured decision-making process can help filter distractions. When a new opportunity arises, evaluate it against pre-established criteria such as financial impact, alignment with core competencies, and relevance to the company’s values. Having a framework in place allows leaders to separate worthwhile investments from distractions. Applying the agile and Scrum MoSCoW analysis (must have, should have, could have, won’t have) typically used for project management is one way to analyze ideas on a company-wide basis.
Focus on What’s Working
While innovation is important, overemphasis on chasing trends can lead to neglect of what’s already driving success. Leaders should regularly assess the business’s strengths and double down on what’s working, rather than pivoting too frequently. Incremental improvements in existing processes or products can often yield better results than starting from scratch. This extends to managing leadership impatience as well. A new initiative may hold promise while it is currently underperforming expectations. Digging into what’s working and what’s not is a way to dial in the performance to give it a fair shot. If, after some time by which you know with certainty (timing varies based on initiative and industry) it’s not working, then pull the plug and move on.
Prioritize Initiatives by Impact
Not every opportunity requires immediate action. Develop a system to prioritize initiatives based on their potential impact on the business. This helps leadership avoid becoming overwhelmed by every new idea and ensures resources are directed toward the most valuable projects. It’s all about managing your focus. Prioritization tools like a weighted decision matrix or the Eisenhower decision matrix (for personal prioritization) can provide a data-driven approach to managing opportunities. The MoSCoW analysis is particularly effective at sorting out priorities in short order. I once saw MoSCoW used during a mealtime conversation, with the ensuing priorities that emerged ensuring we were able to get our minimum viable product (MVP) launched on time.
Foster a Culture of Focus
Creating a culture where focus and long-term thinking are celebrated can significantly reduce the allure of shiny objects. Encourage employees to concentrate on deep work and long-term projects rather than jumping from task to task. More times than we’d like to admit, leadership is shining the flashlight on the objects. This can come from an MBMA – Management by Magazine Articles – affliction, where what the leader just read becomes the new focus. Leadership should set an example by maintaining consistency in their actions and communications, reinforcing the company’s strategic priorities.
“MBMA:
Management by Magazine Articles”
Leverage Input from Key Stakeholders
When a shiny new opportunity emerges, it’s essential to get input from key stakeholders, including team members, investors, and customers. Their insights can help provide a broader perspective on whether the opportunity is viable or just a distraction. An inclusive decision-making process also increases accountability and ensures that multiple viewpoints are considered before moving forward. Once leadership has these inputs, make the decision.
Limit Unnecessary Disruptions
Avoid making drastic changes to your business model or strategy based on short-term trends or external pressure. Shiny Object Syndrome often stems from a fear of missing out (FOMO) on the latest trend, but frequent pivots typically confuses employees and customers alike. Stick to a roadmap, and only adjust when there is a clear, data-driven reason to do so. Again, I have seen employees leave an organization solely because of the regular pivots that rendered their work on the previous unrealized shiny object useless, so they went in search of a more disciplined environment.
Test Before Committing
If a shiny object does seem promising, don’t dive in headfirst. Instead, pilot the idea on a small scale. A limited test run can provide valuable insights without causing widespread disruption to the business. By gathering real-world data, you can make an informed decision about whether to invest more time and resources.
Avoid Impulse Reactions to Competitors
It’s tempting to chase after the same new trends your competitors are adopting, but simply mimicking them can lead to a loss of authenticity and brand identity. While it’s important to stay competitive, focus on what differentiates your company from others rather than trying to copycat every new move in the market. In the words of Jerry Garcia of The Grateful Dead, “You don’t want merely want to be considered the best of the best. You want to be considered the only ones who do what you do.”
“You don’t want merely want to be considered the best of the best. You want to be considered the only ones who do what you do.”
Balance Innovation with Stability
Finally, leadership must strike a balance between innovation and stability. Not every opportunity is a threat or a golden ticket to success. By creating a culture that values thoughtful experimentation and prioritizes sustained growth and stability, leaders can navigate the fine line between being innovative and being completely unfocused.
Conclusion
Avoiding shiny object syndrome requires discipline, clear strategic focus, and a strong leadership team that resists the allure of every new trend. By staying grounded in your organization’s mission, creating a thoughtful decision-making process, and building a culture that prioritizes long-term success, leadership can keep the company moving forward without falling prey to distractions.
Focus isn’t about ignoring new opportunities—it’s about having the discipline to know which opportunities truly align with your vision.
