Framing is a leadership must (2 of 3): frame the narrative before it frames you

Back in June, I said ^[1] that I would put framing at the top of the list on ‘leadership tasks’.

I also said  that we, in business organizations, completely underestimate the power of (mental and behavioural) framing to trigger and sustain behaviours, emotions, ways of doing etc.

What about  framing of the overall narrative of the organization.

Well, here are some frames:

• Enhance shareholder value
• Solve health problems|
• Improve quality of life
• Transform the way medicine works
• Enhance life
• Provide innovative medicines
• Discover new treatments
• Make drug treatment affordable
• Save lives

I have deliberately taken an example of a pharmaceutical  company to make the point that:

1. All of the above are theoretically compatible
2. But the frames are different, what you do is different, your priorities are different, the people you attract is different. All the frames are like roads taking you to different places.

It’s not a simple question of ‘language’. It’s a view of the world, a concept of the world, in fact, a ‘space in the world’ (my preferred frame) that is different. Use the excuse ‘it’s all the same’ at your peril. It’s not.

Using the same example of a pharma company, I personally would like to hear how many lives you save, how many people are treated, how many kids are vaccinated, for example, as opposed  to, say, how many R&D plants you have and how many people worldwide you employ. But that is just me.

These frames are completely different: solving, creating, building, modifying, inventing, providing, reforming, reorganizing etc.  Choose your frame before the frame, by default, chooses you. Then you are stuck with it.

That words matter is not a novel  idea. However we treat narratives as aesthetic statements in their own right, not as triggers of behaviours.

For me, ‘building’ always wins. I am genetically unable to get up in the morning to ‘reform’ or to ‘increase shareholder value’. Yet, these may be serious needs for many.

I respect that. But don’t wake me up.

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Have you got your copy?

Dr Leandro Herrero’s latest book, ‘The Flipping Point‘. ^[2] A flipping point in the trend for adopting absurd management ideas needs to be reached. ‘The Flipping Point‘ ^[2] contains 200 short vignettes exploring what ’deprogramming management’ may look like.

This book asks you to use more rigour and critical thinking in how you use assumptions and management practices that were created many years ago. Our real and present danger is not a future of robots and AI, but of current established BS. In this book, you are invited to the Mother of All Call Outs!

Available from major online bookstores ^[3].