EPISODE 18: HOW TO CREATE A BURNING PLATFORM Show how staying where you are is not an option, and that doing nothing will result in disaster. Look for a crisis that you can highlight. They are often lurking nearby, forlorn and unnoticed. You can also engineer your own crisis that forces change. Be careful not to disrespect the past. Make sure the platform you choose is real, credible, and significant. — Focus on specific threats or risks to your business that cannot be dealt with or averted using existing processes, practices, or people (e.g., a specific safety risk that if unmanaged would sink the company, or a productivity gap that is 40% worse than your top competitor, is better than a repeated message that sales are down, costs are up, and profits are hurting). Make sure you offer a “roadmap” or “pathway” for success that is achievable (assuming one exists)– Everyone has heard the adage “accept the things you cannot change…change the things you can …and have the wisdom to know the difference.” There are two implications of this in creating your burning platform. First, there is nothing worse than a dismal scenario that has no way of being averted, as that is a sure path to apathy and hopelessness. Assuming there is one (if there is not, you may want to think about jumping ship), make sure that you help your staff see it. None of us are capable of changing the “end of days” scenario described above (should it prove out), but we can change our behaviors, approach to relationships, and other facets of our life. The “burning platform” doesn’t always have to be apocalyptic in nature. — You can be just as successful defining a future scenario that might open possibilities for you or your organization to “break out” or leapfrog competitors. Our visit to the moon was a good example of where we used external forces and opportunities to inspire a very positive outcome. A “compelling narrative” is essential. Almost every good example of a “burning platform” tactic being successful begins with the ability of a leader to clearly and compellingly state the case for change. At its basic level, this is the ability to be a good storyteller, in a way that vividly paints the picture of the crisis at hand, shows the vision for success, and clearly identifies what must change, all while respecting the history and past successes of the organization.