Too often, people skip structure. They want to get right to results, so they move straight into action. They think they’re being agile and they plan to make adjustments as they go. Then, down the road, they wonder why they aren’t organized enough, or why they missed certain vital steps, or why it’s so difficult to pivot.
Other people get bogged down in the planning and never make a move to implement the things they’ve been dreaming about for weeks or months. They may have great ideas, but the needle doesn’t move based on an idea alone. Execution is necessary for results.
Obviously, neither of these situations is ideal. But you don’t need to be on one of these two ends of the spectrum. You can land somewhere in the middle.
There’s an art to balancing structure and action.
Both are integral pieces of the same puzzle. Structure without action is a house without walls. Action without structure is Wile E. Coyote running off the edge of a cliff.
If you’re going to spend time making a plan, commit to bringing it to life.
And if you’re going to spend time making moves, commit to making sure they add value and align with your strategy.
In other words: "Vision without action is merely a dream. Action without vision is merely passing time. But vision with action can change the world." -Joel A. Barker
Structure vs. action in real life
Here's a framework that gives you little crumbs of structure and action, moving side by side, advancing little by little, with each step informing the next:
Start with structure. At least a little bit. Define your vision and your goal. What is your strategy? What is your positioning? How does this add value? Why should anyone care? Answer these foundational questions to refine the core of your project.
Then come up with a plan of what to do to start. You don't need to know the entire execution roadmap on day one. Just have an idea of the first few things you need to do. Make sure they all tie back to your strategy. If something doesn't further your strategy, cut it. If something sounds good but you're not sure how it fits, research it or refine it. Look into it, but don't force it. If it doesn't align, it's out.
Act. Make a few low-risk moves to test the waters. Put out your MVP or minimum viable product. Ask a close circle of your network for their thoughts on your prototype. Gather some data.
Reflect on that data. Build up your structure with real-world information. Suddenly, your vision is becoming more tangible. What did you do? How did it go? Why was that the result? And most importantly, what could you do differently next time?
Incorporate that data into your plan. Add to the structure you have in place and paint the next few panels with plans based on your reflection of the results you gleaned from your first foray into the market.
Act again. You have more data now. This should go better than the first time! Stay organized, stay focused, and stay strategic.
Repeat steps 4-6.
How much structure vs. action?
Here is a quiz that will help you figure out the right balance to strike between structure and action:
How much experience do you have in this area? (Or, how confident are you in your competence in this area?) A = a lot (very) B = some (somewhat) C = none (not very)
How much of a "product" do you already have built (if applicable)? A = a full prototype is ready and waiting B = the makings of a product are in the works C = it's still in my head
How organized are you? A = I'm a PMO master B = I can keep track of my work when I need to C = I'm all over the place
Do you know your value proposition? A = Yes, clearly! B = I'm exploring a few. C = Not quite.
Do you know your target audience? A = Yes, I have clearly defined my target market segment. B = I think so but I'm not positive. C = My what?
Have you defined your goals? A = I've documented my long-term goal as well as three short-term goals. B = I have one or two goals drafted. C = I have a vague sense of what I'd like to accomplish.
How well do you know your core message? A = I know it by heart. B = I'm toying with some ideas I drafted in my notebook. C = I'm still workshopping some ideas and trying to get them on paper.
Results:
Mostly As = You're ready to go! Start with a basic, simple structure to nail your vision, strategy, goals, and value prop down, then jump right in and gather some data! You should have the experience, organization, and business acumen to quickly bounce between strategy and action as you go, but don't let your skills fool you -- you still need to start with structure and document your high-level strategy, and you still need to make time for reflection between phases. You may be able to move a little more quickly and act a little sooner than others, but don't forget the early, foundational pieces that are vital to success in the long run.
Mostly Bs = Document your vision, strategy, goals, and value proposition. Add some information about your market, project or product, key stakeholders, and target audience. Finish your prototype. Identify a close circle from within your network whose thoughts you could ask for. Then, dive in, simply and concisely. Start testing your assumptions, and spend time reflecting on the insights. Make a project plan and hold yourself accountable to finite due dates (or find an accountability partner!). Oscillate a little more clearly between structure and action in the beginning so you can focus on one at a time before moving to the subsequent step. Then, you can focus on fine-tuning as you go. You are so close! Keep up the great work!
Mostly Cs = Zoom out a little bit. What is the project you're working on? Why is this important to you? Understand your purpose. Do some research about the market, your project or product, key stakeholders, target audience, etc. Document your vision, strategy, goals, and value proposition. Start a prototype. Identify a close circle from within your network whose thoughts you could ask for, and get their thoughts. Go back to the drawing board. Start small and simply -- crawl, walk, run. Spend more time tweaking your structure. But don't dawdle, and don't linger. Make a project plan and hold yourself accountable to finite due dates (or find an accountability partner!). When you have hit all of the previous dependencies in your project plan, dive in, simply and concisely. Gather your data then spend time reflecting on the insights. Always go back to your strategy documents and foundational materials; tweak those before moving on. You will gain speed as you go and find the right rhythm that works for you!
Don't forget: Balancing structure and action is an art.
It is subjective and ever-evolving and not always as data-driven as we'd like. You may stumble upon something that works, in which case you should quickly put together your strategy so you can take advantage of your positive market positioning. Or you may be a master at putting together strategy documents but you dawdle when it comes to execution. Explore your strengths and weaknesses as they pertain to this project as well as the opportunities and threats in the broader environment (aka perform a SWOT analysis). Test different approaches and see what works best for you. Then take the initiative and act! Stay strategic, stay focused, and stay organized. And let us know what approach worked best for you!
