The concept of “High Agency” burst into the online leadership conversation in recent years. And it sounds good, doesn’t it? Who wouldn’t want to be high agency? Who wouldn’t want to have high agency employees?

As with many such “obviously good” concepts, turns out it’s not that simple.

In this episode, Corissa and Tom also look at the other side of hopes for high agency.

We talk about how some leaders might wish for high agency employees, but would balk at what a very high agency employee would do in reality.

And we talk about what you need to know if you’re an employee being expected to demonstrate more agency.

And we signpost a whole load of lovely rabbit holes to go explore.

• Mushfiqa Monica Jalamuddin - the Estuarine coach you’re looking for
• Estuarine Mapping
• Multiverse Mapping (free course)
• Venkatesh Rao’s Gervais Principle
• Jeffrey Pfeffer’s Leadership BS
• Brendan Reid’s Stealing the Corner Office
• Luca Dellanna’s 100 Truths You Will Learn Too Late

00:00 Introduction

00:28 What is High Agency?

01:10 The Serenity Prayer

02:00 Estuarine Mapping is the Serenity Prayer in map form

03:45 High agency as a positive trait … & its permeation into leadership mythology

04:06 “Sound like a challenger, but be an obedient drone”

06:20 Perhaps it’s about not waiting for permission, while also not doing silly things

08:09 Tools to create higher agency if you want that – including Multiverse Mapping

13:01 What if the traits we want in leaders are not the traits that get you promoted?

17:31 A magic question for you to use

18:34 What would have to be true for that stupid thing to make a lot of sense?

19:42 “You can choose the game you play, but not its rules”

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Surveys are almost always biased in several ways, notably both the way questions are asked but also sample bias: who in the population even answers surveys?

In this episode we discuss: is the SenseMaker collector we shared biased just the same as any other survey? And if so, is that a problem? And if so, what can we do about it?

Plus stories about skullduggery in presenting data, hiding gorillas in radiologist scans and the "magic" or standard questions:

• What's similar, different and surprising?
• What, so what, now what?

Linky goodness:

• Don't send that survey! Here's what to do instead.
• Complex facilitation principles and the standard questions

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We recorded this one on a whim and we didn't have our microphone with a little hat on it, so the wind noise makes a guest appearance. Apologies – return to quality sound soon.

Corissa grabbed a snippet from an article:

And this inspired us to talk through effectual thinking. We go on a blustery journey through chefs in high-end experimental kitchens, John Boyd's Snowmobiling, Mr Beast, Steve Jobs, Estuarine Framework and Small Bets.

The big question: can effectual thinking give you a happier, healthier way to operate, or is it just the case that, as Andrew Wilkinson put it, "most highly successful people are “just a walking anxiety disorder, harnessed for productivity”?

Linky goodness:

Sasha Chapin's article: https://sashachapin.substack.com/p/our-perfume-line-is-here

Cedric Chin's Common Cog: https://commoncog.com/when-action-beats-prediction/

Vaughn Tan's Uncertainty Mindset: https://uncertaintymindset.org/

Snowmobiling podcast episode: https://shows.acast.com/triggerstrategy/episodes/072-granularity-part-2-snowmobiling

Do 100 Thing podcast episode: https://shows.acast.com/triggerstrategy/episodes/043-do-100-thing

Innovation Tactics: https://bit.ly/innovation-10

Small Bets: https://smallbets.com/

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A live thinking through of the next chunk in our series of articles about the Vision Chasm – that gulf between the glorious future people are talking about and the reality of where you are today.

In this episode we look at situations where a Vision is unreachable because it's actually deceptive – either deliberate deception to keep everyone looking the other way while people deploy a secret strategy; or accidental self-deception because your reality has shifted but your narratives haven't caught up.

We talk through a few stories from our past.

1) A company workshop where trying to crystallise a vision of the future fell apart - because nobody was ready/able to be honest about the true direction of the company. Still clinging to a cultural heritage that was no longer a fit for their market position?

2) A deep misunderstanding between a C-suite and design team – talking past one another because we were operating in fundamentally different worlds. A third party was able to show us why we were stuck in loggerheads. Looking back, we can see how daft we were being. But could we have done things differently at the time?

3) How the misunderstanding played out when the C-suite brought in an external agency. In one way, it was a disaster that made a mess and broke some hearts. In another way, it was a success that broke the deadlock and massively moved things forward for the company.

References:

• Vision Chasm Part I: https://shows.acast.com/triggerstrategy/episodes/061-tumbling-into-the-vision-chasm
• Vision Chasm Part II: https://shows.acast.com/triggerstrategy/episodes/066-feeling-the-edges-of-the-vision-chasm
• 2D Comparison / Card Sifting method:

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All credit to friend of the pod Pete Shaw for the "Founder mode sounds like brat summer" observation.

Founder Mode triggered a beefstorm on LinkedIn, so we take a little stroll around the topic and share our takes. 3 parts nuance, 2 parts spicy, 1 long run-on sentence where Tom gets lost and forgets what he was trying to say.

Topics include alignment, coherence, intuition, taste and more.

References:

• Paul Graham's Founder Mode
• Our article We need to talk about Airbnb

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In this episode, we zoom back in time to a situation when a load of meetings were frustrating people at this one company. Tom used Snowmobiling with a small team to break down the meetings into smaller pieces and then remix those pieces in a new way. We share some of the details and pitfalls along the way.

This same decompose/recombine approach can be used in lots of different situations where you need to find something new. Because everything new is really just novel recombinations of existing stuff.

We read out the steps on the Snowmobiling card (Innovation Tactics) – the exact instructions you can follow to harness the power of the remix.

References:

• Everything is a Remix
• Austin Kleon's Keep Going
• John Boyd's Destruction and Creation
• Snowmobiling card from Innovation Tactics: Front | Back
• Innovation Tactics: https://bit.ly/innovation-10

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Today, we start by adding some corrections to terminology we used in episode 70, which will be confusing if you haven't listened to that one. But it doesn't take long, and then we get into our main topic, which is granularity. When you work with too coarse a granularity, you can find yourself stuck or confused about what to do. When you work with too fine a granularity, you can quickly find yourself overwhelmed, drowning in data, paralysed by too many options. The magic is to find the sweet spot, where you break things down just enough to create good options for action.

We talk through ASHEN as a typology for decomposing people or roles to a more legible and actionable level of granularity, and Corissa tries it out for real with one of her old bosses.

Links

ASHEN on the Cynefin wiki: https://cynefin.io/wiki/ASHEN

Article about stages of companies vs different people's natural propensities: https://newsletter.thewayofwork.com/p/stage-fright

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Q. What do these three situations have in common? Taking a friend for a lobster dinner, business strategy workshops, and personal coaching.

A. They all feature in this episode as examples of how constraints, constructors and actants play out.

The main chunk of this session is us talking through Tom's personal experience being 1:1 coached using Estuarine Mapping. We found this enormously enlightening, and we're excited to share.

If you've been looking for definitions or examples of constraints, constructors and actants, then you're in the right place.

Links and resources:

• The article about unfolding: https://www.henrikkarlsson.xyz/p/unfolding
• Coach Mushfiqa: https://www.linkedin.com/in/mushfiqajamaluddin/
• More about Estuarine Mapping: https://triggerstrategy.com/estuarine-mapping-2-half-day-pre-strategy-workshop-for-execs

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In which we coin the word "bungus" ...

If you've ever complained about misalignment, or rallied people with the cry that "we need to get aligned", then this one's for you. Of course the feeling of alignment is a pleasant one, but what if you're in one of the situations where seeking alignment is actually hurting you?

Corissa and Tom unpack the concept of alignment, including some discussion about different kinds of alignment and misalignment, some stories from the real world about situations where strategic misalignment can be good, and some references to our episode about the bees (episode 44: https://shows.acast.com/triggerstrategy/episodes/044-the-one-with-the-bees)

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Tom had a coaching call with someone who had been on the hook to run a one day workshop. A one day workshop that was expected to both work as a team building exercise AND deliver a complete new concept to go ahead and build. And it was sorta vague what that concept would be. What could go wrong?

Sometimes, you can get a clear, crispy brief. But often, you can't. It's more of an "I'll know it when I see it" situation. It's tempting to try asking more questions, trying to pin people down to get a clear brief before you start making anything. But that doesn't work. Often people can't tell you exactly what they want, until you give something to them and they can tell you, "not that".

One of the issues is about the tricksiness of language. You can't satisfactorily constrain creative work using adjectives. We share one of our favourite exercises for handling this.

Another issue is that you can't get people to predict what's going to make them say, "that's it!". We share some thoughts for how you can quickly and efficiently share ideas for them to react to.

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This is one of our "thinking about things in real time" episodes. Tom & Corissa talk through the next part of the Vision Chasm blog series. For nearly an hour!

We talk about when visions are good actually, as well as when they aren't, and when we could hold many visions lightly instead. And we explore the challenges of doing that.

We look at the squickiness of emergent strategy through lots of examples and stories.

We refer to a post by Stephanie Leue that does a great job of capturing what it feels like when you're in the weird reality distortion of the Vision Chasm: https://www.linkedin.com/posts/activity-7211982950198894592-jQsX?utm_source=share&utm_medium=member_desktop

... but we don't agree with her prescription for fixing the problem.

We criticise the common approach to strategic "wisdom" that won't say this out loud but implies, "if you don't know what to do, then just try knowing what to do instead!"

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It's a rain-soaked chat this time as Tom and Corissa wander through Bournemouth in a downpour.

We tackle a thought-provoking LinkedIn question from WP Engine's Jason Cohen – a question about how to listen to customers when they ask for features.

00:29 LinkedIn inspiration and the big question we're tackling today

02:28 Customer feedback creates an apparent puzzle

03:40 Mistakes we've made by asking people what they want

05:14 Secret 1: what do people already do?

07:37 Secret 2: imagine your company is a big metal box

10:50 You're always limited by your own internal perspective, and that's OK

16:51 Secret 3: there's no such thing as a feature

19:48 The story in your customer's head is different from the story in your head

20:18 Don't make things look simpler than they are

20:48 "Feature" is just a label to make your own life easier

21:41 Secret 4: build as little software as possible to enable the most behaviours that create value

23:32 When customers are reduced to a metric

24:18 Why an Impact/Effort Matrix to decide on features will fool you

27:32 Real-world example: a Calendly integration project

33:33 Unfolding ideas by soaking in rich customer context

36:25 SenseMaker for generating insights in a very different way

38:30 When you try to make too much explicit, you get in trouble

Jason's original post

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When something that starts small becomes bigger and bigger, we can lose sight of what we were trying to do in the first place. We talk through some examples: from workshops, from designing flyers for dance classes, and from Lego bridges.

The trick is subtraction. The knack is knowing what to subtract.

"When putting on accessories, take off the last thing you've put on." – Coco Chanel

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Tom & Corissa talk about how understanding and tackling problems requires more than just a linear approach, like is often inferred through something like the Double Diamond. A bunch of metaphors, real world examples and other fun in this one. We also offer practical tips for engaging with solution-oriented colleagues and suggest some methods and recipes to see and solve more problems differently. Plus: a somewhat tortured supermarket metaphor.

00:00 Welcome to Trigger Strategy Podcast

00:11 Dental adventures

00:31 Exploring problems and solutions

02:09 The arrogance of designers

02:54 The horse poo problem

06:12 The Double Diamond design process

13:32 The Iron Triangle and trade-offs

14:37 Abductive logic and interconnected systems

19:49 The over-reach of the Enlightenment

20:13 The secret life of trees

21:12 Complex vs. complicated problems

22:33 Problem "validation"

24:16 The supermarket metaphor

28:34 Be more Cal Newport by putting solution recipes first?

33:25 What to do with solutionizing colleagues

38:34 Wrapping up in utopia

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We talk about the good and the bad sides of stress. We tend to treat stress as a negative, but sometimes stress is helpful, and sometimes you want to provoke stress deliberately. But be careful.

References:

Happiness Lab with Dr Laurie Santos

The Experience Machine by Andy Clark

Estuarine Mapping – find links and resources at triggerstrategy.com

That clip from Apollo 13: https://youtu.be/ry55--J4_VQ?si=FV3l_OZJklkmm-aS

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We explore the story of a classic zombie project: where the team had the evidence they needed to know that a project was doomed, but carried on with it for 6 months anyway. These happen all the time, and we spend a few minutes unpacking the dynamics behind the trap. We also share some thoughts for how to ease open the jaws of the trap.

We also reference Annie Duke's book Quit

And Set Your First Pivot Triggers, available via a link here: https://pivot-triggers.com/

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Strap in for some high-quality sleep deprived thinking out loud.

We talk about the standard approach towards vision and strategy in organisations, and we challenge it. With some stories of past triumphs and pratfalls based on setting vision and suggest of alternative ways to go about Doing Strategy.

We refer to some LinkedIn posts during this chat ... here they are!

Dr Jabe Bloom's post: https://www.linkedin.com/posts/jabebloom_scanning-the-future-requires-a-diversity-activity-7211396177232060417-kCeb?utm_source=share&utm_medium=member_desktop

Stephanie Leue's post: https://www.linkedin.com/posts/activity-7211982950198894592-jQsX?utm_source=share&utm_medium=member_desktop

John Cutler's post: https://www.linkedin.com/posts/johnpcutler_theres-a-big-thing-missing-in-most-it-starts-activity-7212101683579953153-55qS?utm_source=share&utm_medium=member_desktop

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Today, we talk about the appendix, fences, SaaS for lawyers, putting Shoggoth in a box ... and more.

Some links we mentioned:

Why aren't smart people happier and how that relates to well-defined problems: https://www.experimental-history.com/p/why-arent-smart-people-happier

Explainer on LLMs and why they probably won't take your job: https://cyberneticforests.substack.com/p/a-hallucinogenic-compendium

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This one's quite focused on business and building products ... OR IS IT?

In this one we respond to a question that Tom's received from several people recently. We'll call one of them Dave. Dave has a friend who has a big product idea they want to build, or big business project they want to do. The plan Dave's friend has landed on is to do the whole thing (how hard can it be anyway?) and then receive the (as yet unspecified) rewards. And Dave wants to know: how can I help them see that's not the only way, that they'll probably fail, and that there's a better way ... without being preachy or lecturing them?

We talk about the impossibility of reasoning someone out of a position they didn't reason themselves into, and share a few ideas for thought exercises that can help Dave figure out what flavour of situation he's dealing with.

For example, the "I'm going to A even if it means I never B" exercise and the Time Machine selling manoeuvre.

We also talk about "the inherent bigness of ideas", about dogfooding when you're not actually a dog, and the shocking distribution of returns for start up entrepreneurs.

Beans and noses: https://articles.centercentre.com/beans-and-noses/

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This is kind of a follow-up to our previous episode that was recorded before the UX London conference. With the whirlwind of travel and baby-care, this was the first chance Tom & Corissa have really had to talk about the conference, and we captured it for the podcast too.

In our longest episode yet, we touch on Pitch Provocations, Multiverse Mapping, Zenko Mapping, rewilding, research repositories, behavioural design, regulations, stories, metaphor, communication, collaboration, validation, information architecture, design systems AND MORE. Whew.

Also lots of shout outs and thanks to folks who gave talks and workshops, including Serena Verdenicci, Luke Hay, Emma Boulton, Dr Harry Brignull, Ben Sauer, John V Willshire, Tshili Ndou, Alicia Calderón, Stéphanie Walter, Peter Boersma and Brad Frost ... and the folks who curated, helmed and scaffolded a great few days: Jeremy Keith, Louise Ash, and many other awesome folk from Clearleft.

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Tom saw a discussion on LinkedIn about why Cynefin hasn't caught on in some scenes. One take was that it's the "academic, technical" language that puts people off. Corissa has lots of experience of the power of simplifying your language from her background in copywriting, and especially usability testing her copy. On the other hand, weird new words can provoke weird new ways of thinking ... but it's also easier to dismiss weird things if you don't like their implications. Perhaps there's no right answer.

We talk about our experiences getting to grips with ideas like Cynefin, our experiences sharing such ideas with others, and we even talk about a dance class to explain the idea of the disposition of a complex adaptive system.

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Jamie asked: "anyone got good exercises for evolving your brand (and in particular visual identity) in-house? Did I remember you (Tom & Corissa) mentioning an exercise like clustering examples into "we want to be more like this" vs "we want to be less like that"?"

So we wanted to give the exercise we designed its own special episode.

Time and again, we saw projects get in a pickle when people tried to choose adjectives to define things like brand qualities, tone of voice, product principles or corporate values.

This kind of ambiguous, subjective stuff is impossible to define perfectly with words, especially upfront.

You could choose to work with a grizzled expert who can read between the lines of what you're saying to intuit what you really want.

But if you're on a shoestring and want to figure out this kind of thing with your team, then the exercise we share in this episode is for you.

Here's simplified instructions on a card: https://www.dropbox.com/scl/fi/2rjpbrj1vqklcfc8glgw8/Sense-2D-Comparison-Back.png?rlkey=71v3muppoho2pnac2v9b9luim&dl=0

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Spoiler alert: when I shipped an idea in an hour it did not meet the pivot triggers I'd set for the probe. That was one of a whole array of probes we've been putting out into the world here at Trigger Strategy Group. The general sense we've been picking up is that we haven't nailed our positioning yet. That's normal for a business in the early days like ours, but figuring this stuff out is emotionally challenging. We talk through some of the journey we've been on, an epiphany we've had, and where we're thinking of probing next.

For more on the original idea, check out:

• the podcast episode: https://shows.acast.com/triggerstrategy/episodes/663109cbcff31b0012ae9311
• and the YouTube video: https://www.youtube.com/watch?v=i0Kma97f9v4

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Of course it makes sense to build only exactly what customers will value – the Minimum Viable Product. Unfortunately, it's not quite that simple in practice, and chasing the MVP dragon leads many a team into a life-sucking vicious cycle.

There are a bunch of common conditions that lead teams into the MVP Death Spiral, from narratives about how product works to the very concept of features.

If you've ever had a debate about MVPs — or felt that particular feeling of despair as yet another MVP fails to land with customers — then this episode is for you. Feel free to think of it as an MVP for some ideas that can free you from the dreaded Death Spiral. Wrapped in shiny paper with a big bow.

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HALF WAY TO DO 100 THING!

One night, Corissa messaged Tom:

"It’s often unhelpful to get trapped in simple stories, but how do you know when to trust your gut? Our instincts aren’t always wrong. And pushed too far, obsessing over telling lots of different stories (overthinking??) could also become a trap in its own right?"

Today, we tell some stories, and we talk about how to get untrapped.

Overthinking vs underthinking. Rumination vs experimentation. Gut instinct vs rational consideration.

When are you telling too many stories? When are you not telling enough? We talk through this question, and share ideas for how you can escape from all the traps.

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In SWOT analysis, you list your Strengths, Weaknesses, Opportunities and Threats.

Maybe you love it? Maybe you hate it? We've been in the second camp for a long time, but it was worth revisiting our thinking about the method. If it's so terrible, how come it's so enduring? Maybe there's some good in it? Or maybe our concerns and criticisms are warranted.

Strap in as we walk and talk about the good, the bad, and the ugly of this simplistic strategy 2 by 2.

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This one's definitely designer-centric. And it's pretty hard to explain without visuals, but we give it a good go.

Tom talks about the shift that conceptual models enabled for him. When he was a younger designer, he often struggled to articulate design decisions, struggled to defend elements of the design that were crucial for things to be coherent, and constantly butted up against technical architecture that made it weirdly hard to design easy-to-use software. Once he figured out how to make and socialise a conceptual model, and then evolve the design around it, everything got way easier.

We talk through what a conceptual model helps you do if you're designing a software product or service, how you can use them to diagnose tricky problems, and share some references to help you get started.

References:

OOUX by Sophia V Prater

UX Magic by Daniel Rosenberg

Domain Driven Design

Elements of Product Design by Jamie Mill

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Some constraints are limiting, some are enabling. But what's the difference? What if most constraints are both at the same time? (Depending to some degree on your perspective.) We talk through lots of examples of constraints from design and Twitter poetry, through Lindy Hop and yoga, all the way into business breakfasts and research operations.

We reference a book by Alicia Juarrero. we can't remember the title during the podcast. It's Context Changes Everything: https://mitpress.mit.edu/9780262545662/context-changes-everything/

We also reference some past episodes where we talk about emergent properties and hint at constraints – check out episodes 10, 11, 12 and 14 in particular. But if you listen to most of our episodes we bet you'll find examples of constraints and emergence :D

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We talk about alignment. Especially, we talk about relaxing our beef with the word alignment, and embracing the reasonable desire for alignment.

00:00 Welcome!

00:28 Alignment in companies

00:49 Challenges and misconceptions about alignment

04:07 Coherence vs. alignment; JP Castlin's ABCDE framework, and one line in the sand vs two lines in the sand

08:27 A real-world example of a misaligned project

10:38 Strategies for effective alignment, including "via negativa" alignment

12:52 Aligning teams with reality as well as intent

13:25 The role of the "strategy whisperer"

13:47 Empowering teams to find alignment

13:58 Back briefing for effective communication

16:13 Understanding the need for leadership governance vs the needs of teams

17:30 Challenges with leadership expectations

19:49 Navigating company growth realities

20:37 Dropping our beef with alignment and going vegetarian

23:34 Are you clearly a berry? Clear communication taps the forager's gathering instinct

24:41 Exploring alignment beyond the team

25:42 Final thoughts

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Our jumping off point today was a video from YouTuber Caroline Winkler about making friends as an adult. She instructs us to tell ourselves that when someone doesn't want to be your friend, it's always something practical in their life: they're too busy, they're about to move away, things like that. And it left us wondering: but what if it IS you? We've all met people we didn't like. What if you're a person someone doesn't like?

But hey – perhaps it's helpful to hold on to the delusion that it's never about you? What we call "distribution" is a painfully slow, ambiguous investment. Maybe we need some delusion to carry on when it feels like a slog? Maybe that's healthy? But then how will you know if it is in fact you?

We unpack more stories that might be going on when we can't seem to find friends or customers. Whether you're trying to make bookish friends at a gabba rave, or trying to find customers for your achingly cool new startup, this one's for you x

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Wanna be a YouTuber? You have to make a lot of videos. Wanna be a blogger? You have to write a lot of articles. Wanna be a startup founder? You have to make a lot of sales. For lots of goals in life and business, there's at least one necessary (but not sufficient) activity that you need to do over and over again. So you need to be able to do it a lot. At least 100. In this episode we talk about why this approach works and how it's different from more common styles of business objective.

PLUS: new recording setup! What we were using before has just shut down so please bear with us as we figure out new tools.

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The world of digital/tech is going through "a moment" just now at the end of 2024.

And we've launched a project to share and explore diverse perspectives from across the tech world, using a particular tool and methodology called SenseMaker. The goal is to showcase the diverse range of perspectives and stories of the moment in a way that's normally impossible.

Some topics:

• Why is Tom so excited about SenseMaker?
• Who sees the gorilla?
• Contrasting Likert scales versus triads and dyads
• How standard "feedback surveys" are ruined by averaging and dominated by recency bias and the Halo Effect.
• Cynicism about the annual 360 feedback game
• What if feedback could be descriptive instead of evaluative? And real-time instead of averaged over 6 months?
• Beef with the "product trio" concept
• A few nuggets we've picked up in the early data.
• Our plans for open sense-making workshops
• Patterns of care and rule-following in healthcare
• Vector change using "more stories like these, fewer like those"

Take 10 minutes to share your experience, and you'll be able to opt in to access all the responses at the end.

👉 https://bit.ly/stories-from-tech

Thank you for contributing ❤️

How to use a new generation data collection and analysis tool? https://thecynefin.co/how-to-use-data-collection-analysis-tool/

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