Spark 10 – How to think more strategically: Getting Past Yourself: Insights

The challenge of getting past yourself, as I’ve come to appreciate deeply over my years of facilitating and developing strategy, is about our inherent ability (or inability) to transcend our own biases, perceptions and deeply ingrained beliefs to create strategies that genuinely resonate with changing landscapes and diverse perspectives.

… and this is hard. Especially when your ‘gut’ tells you the answer is right in front of you and we should push past to the next problem to solve!

How to think more strategically: an example

Consider the early days of space exploration. Scientists and astronomers, deeply entrenched in their convictions, were focused on close celestial bodies like the Moon or Mars. It was the known, the familiar.

However, Dr Eleanor Hartfield, a pioneering astrophysicist from Melbourne, challenged this limited perspective. She believed that the answers to the universe’s mysteries lay not just in our immediate cosmic neighbourhood, but in the uncharted depths of space beyond our galaxy. Dr Hartfield championed the idea of ‘getting past ourselves’ to the global astronomy community. Rather than being tethered to prevailing notions, she advocated for exploring the unexplored, delving into deep space, and pushing the boundaries of our cosmic knowledge.

Inspired by her perspective, global space agencies began investing in telescopes capable of peering into the most distant reaches of space, leading to groundbreaking discoveries about dark matter, black holes and even potential life-bearing exoplanets.

Dr Hartfield’s cosmic journey underscores the essence of this Spark. To truly innovate and discover, whether in strategy or space exploration, we must first transcend our inherent biases and dare to venture where few have gone before.

Getting past yourself embodies the essence of self-awareness and the constant quest for personal growth in the strategic realm. As the iconic Australian strategist Lawrence Kennedy once observed, ‘In strategy, as in life, our greatest enemy is often the limitations we place upon ourselves.’ Truer words have seldom been spoken. To truly lead, innovate and shape the future, we must first confront and overcome our self- imposed boundaries.

How to think more strategically: case study

Within the nonprofit sector, the tale of RiseAbove Foundation, a Melbourne-based organisation focused on youth development, serves as a compelling testament to the transformative power of getting past yourself.

For years, RiseAbove had been implementing a tried-and-tested model: physical workshops aimed at empowering young individuals. Yet, despite their best intentions, engagement numbers began dwindling. While easy to attribute this decline to external factors, their dynamic CEO, James Henderson, championed a different approach. At an annual strategy retreat, James introduced the concept of getting past yourself. It was time, he argued, for the organisation to challenge its deeply held beliefs and preconceptions about youth engagement.

In a bold move, RiseAbove pivoted away from their traditional workshop model. Recognising the digital-first nature of their target demographic, they embraced online platforms. Through a series of virtual engagement initiatives, including webinars, digital mentorship programs and interactive e-learning modules, they reconnected with their audience.

The results were profound. Engagement metrics soared, but more importantly, feedback from the youth community highlighted a renewed sense of connection and empowerment. RiseAbove’s story underscores a belief I’ve long held: true strategic innovation often necessitates looking beyond our pre-existing beliefs and daring to forge a new path.