As both a Knicks and a sports fan in general, I never like to see my favorite teams lose. However, in the case of the NBA, where tanking is a regular practice for teams vying for top draft picks, we are forced to rationalize the long term gains for such practices. While I watched the close wind down on what was ultimately to become the Knicks’ 22 point loss to the Detroit Pistons in the season finale in one of the worst seasons of Knicks basketball in their history, I thought of reasons why this loss wasn’t so bad.

I replaced my fan hat (well after I took this pic with former NBA All-Star Vin Baker) with my strategy hat and quickly saw what the Knicks and their counterparts could teach all of us about our businesses.

Sports teams often go through what they call “rebuilding years”, a time when they have realized they do not have the talent or experience on the team to truly compete for championships. When teams realize that talent is a bigger issue, they are forced to accept that will not be unable to compete and will have to make some important decisions about the future.  Some will choose to fight it out, weighed down by mediocrity, convinced they are a few key players away from becoming a championship caliber team, while others who have a longer hill to climb will have to conduct a complete reassessment of their teams’ talent and potential, and begin the process of retooling and rebuilding.

By nature, most business owners tend to be both competitive and well, fans of their own companies. We like to win all of the time, and we are never willing to concede to a down season.  We often see the lack of forward progress as failure, when rather, it should be taken as a reminder to step back and analyze our competitive environment. When we allow ourselves the chance to look at our businesses objectively, we have the ability to determine whether we are only a few key changes away from our next leap forward or if we need a more significant restructure. Some changes we may need to make may be to key personnel, marketing and sales tactics, operational and production processes or all of the above.

When you find yourself in a position of stagnation, try taking your fan hat off and look at your business more objectively.  Sometimes tanking for a little while and reassessing your team, talent and operations can lead to much bigger gains on the rebound.

Have you ever “tanked” in your company?

What CEOs Can Learn From Disruption in Politics

Politics and religion can be so taboo in business discussions. However, watching the melee that has become this year’s primary election process on both sides of the political fence reminds me of why communication within our companies from top to bottom is so important in building the right framework for the next stages of growth.

The fight for a country to most effectively identify its direction through the vision of its future leaders is dependent on the active involvement and participation of every citizen.

The disruptive nature of this year’s candidates has thrown the business as usual political process into a tizzy. The fever pitch of interest and elevated turnout at the polls can be directly attributed to the fact that for the first time in a long time, the American public feels like they have a voice in where the direction of our country is headed. Whether for the disruption or against, when people feel that they have a voice they will use it, and the leaders would be wise to listen.

In our companies, we should encourage this type of disruption in all aspects of development and growth. We need to challenge the old approaches, ways of doing business and performing tasks, and utilize the unique perspectives of our best assets, our people, to help guide us leaders in making the most informed and forward thinking decisions possible. When disruptive thinking is encouraged (within the framework of a proper channel of course) our people have power that leads to a stronger more loyal core.

There are a few different ways that companies of all sizes can filter up great ideas and new processes:

• Micro department meetings where processes are challenged and improved
• Larger department meetings where the improvements shared are implemented or rethought.
• Executive leader meetings generated to discuss the ramifications of status quo disruption in all departments.
• Larger companies can benefit from having “suggestion box” email addresses internally for idea sharing.
• Focus on growing company culture to promote the notion that every employee’s contribution brings value to the bigger picture.

Disruptive thinking exists in every business, but when utilized to the full potential these ideas can stimulate a “ business revolution” where we can unify and “make our companies great again”.