Hi Reader!
The word pivot needs to be put in the corporate-jargon-recycling-bin. It can hang out in there with its friends, synergy, and disrupt.
Raise your hand if you are so freaking sick of pivoting. Can we just get off the rollercoaster for a second? The answer to that question is probably “no,” but maybe just acknowledging our collective exhaustion has value.
Okay… Let’s take a collective pause.
Close your eyes.
Breathe in deeply. Imagine the word pivot being trampled by horses and set on fire. Not just a little fire, but a glorious full-on borderline pyro-kinda-fire.
Exhale slowly. Feel the tension leave your body. Do the corners of your mouth want to twitch up into a tiny satisfied smirk? Let them.
Breathe in. Breathe out.
And when you are ready to get back on the problem-solving rollercoaster, gently open your eyes.
Back to gettin’ shit done.
Not Every Problem is Asking for the Same Kind of Creativity
This is where many teams get into trouble.
We tend to treat uncertainty like it is one thing. It is not.
Uncertainty can mean the problem is poorly defined. It can mean the problem is emotionally loaded. It can mean the idea is too small. It can mean the idea is too big. It can mean the team has plenty of imagination, but absolutely no decision-making structure. It can mean everyone is being very “collaborative,” which can feel good but may actually serve as a socially acceptable way to avoid accountability and the discomfort of disagreement.
A poorly defined problem does not need a solution brainstorming (yet). It needs sharper seeing.
An over-constrained problem does not need to push harder. It needs space and oxygen.
A room full of possibilities and no traction does not need another inspiring conversation. It needs a decision framework and the chutzpa to stick to it.
A problem that keeps producing “obvious” answers does not need immediate execution. It needs a better provocation.
An emotionally loaded problem may not need a clever solution at all. It may need someone to say the weird quiet part out loud so the room can stop pretending.
Different problems ask different things of us.
That sounds obvious. Irritatingly obvious. But in practice? We forget it constantly.
We push speed when the work needs patience. We tout imagination when the work needs structure. We level critique when the work needs protection. We bring performative optimism when the work needs honesty. We commit to refinement when the idea is too soft to polish.
Then we wonder why the work feels stuck.
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