3 Pivots That are Necessary for Performance and Progress

— by John Hightower

Have you ever looked up the definition of pivot? What if I shared with you that we as leaders are the “Pivotman/woman” for our organizations? There are multiple definitions, however, the following stuck out to me as I researched the word, its meanings and its derivatives: 

■ Pivot - a person or thing that plays a central part in an activity or organization

The Entrepreneurial life is one of constant (and hopefully consistent) pivots. As leaders we are called to make decisions daily, hourly and sometimes in a split second. These frequent micro-pivots are essential to survival. What would pivots look like at the macro-level? What pivots can help you and your organization achieve a strategic advantage? As leaders we are called to make tough decisions - many times with very little or no control of the conditions of a particular situation. I’d like to offer three macro pivot mindsets that have helped me during my entrepreneurial journey. 

■ Point of View - Transparently, there was a season not too long ago when my identity was wrapped up in “being an entrepreneur”. I was driven (to an unhealthy level) to make the ventures I was involved in “successful” - most to little financial rewards. While taking an executive education class based on Entrepreneurship, I learned about a new framework to view my career - one in which focused on Experiments. The word “Experiment” gives me (and my team) permission to learn, explore and figure out what the market wants and needs. This terminology also implies limited risk as we learn and grow our firm. My Point-of-View has changed to more of a Business Scientist running Entrepreneurial Experiments to provide value to the market. 

■ Practices - Our firm, Arch + Tower, started off with the vision to create a digital leadership learning product. When the funding did not come through, we had to pivot to ensure our business would survive. The majority of my 17-year professional career has been in the consulting space, so we pivoted quickly into consulting - serving clients with a spectrum of services. Our focus was on listening to the “Felt Needs” of clients. We listened to what the prospect/client was telling us about their real needs in their organization. These “Felt Needs” drove us to take on 

new work, learn new things and pivot our business model. The “Pivot Practice” mindset has allowed us to expand into four practice areas and tackle challenges we never dreamed of while delivering great results. 

■ People - Over time the team will change and that is okay. This pivot has been one of the toughest for me to adjust to as relationships are our lifeline as humans. Part of our Founding Team has moved on to new ventures, challenges and organizations. One of my best team members was recruited by one of my clients. Some of the departures helped create a healthier organization, while others stung due to the loss of capacity and capabilities - I have learned valuable lessons from both situations. The most valuable lesson...in the long-run, transitions tend to work out best for all involved and there is peace in the pivot. 

Pivots are challenging and we, at Arch + Tower, want to help leaders through the ups and downs of Organizational Strategy. We have workshops that equip teams to embrace and lead through change. The content in this article is a sample of Point 11 - Developing Leaders on our 14-Point Checklist focused on Building Excellence in your organization.

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