I work, in my day job, in collaboration with other team members and/or cohorts, in pursuit of a concept and/or notion identified, if not defined, as “strategic clarity,” which will be a synthesis, when achieved (notwithstanding that it’s a journey not a destination), of the aggregated vision of all of us empowered to “own the process” and offer our input and/or feedback but otherwise to exert no discernible influence and/or effect, i.e., none, on the strategic objectives and/or outcomes as we proceed, insofar as little, i.e., nothing has changed except that some orange boxes were switched to green on the goal-mapping chart, then back again.
That’s the plan. In a nutshell. It’s crystal clear to me – transparent, even – what path we must take going forward from this point of departure.
A long-booked day off took me out of the office one day this week, and believe me when I say how sorry I was to miss an all-staff meeting at which all was made manifestly clear. And I shot 58, with two (!) holes-in-one; on the front nine I fixed the world monetary crisis, on the back I solved global warming.
None of the above may be precisely true, except that I did play golf one day. What is clear, by now, is I think too much, which is a bigger problem in my golf game than my work life, where it doesn’t matter what I think.
I’m working on some things, with a teacher, and I worked on all of them on every swing on every hole. Judging by the results and/or measurables, that was maybe not the way to go to achieve strategic clarity in my golf game.
In government, we love acronyms, and we are especially fond of KISS, which stands, as you know, for Keep It Simple, Dumb Shit.