THE EFFECTIVE PROBLEMSOLVER #061
In a recent consulting call, I connected with Jennifer Smith, a dedicated leader heading an organization tackling homelessness on the west coast of the United States.
For confidentiality, I’ve changed her name and a few minor details in this story.
Her extensive career in social issues led her to a challenge familiar to many changemakers—a sprawling, multi-stakeholder initiative that seemed to be stalling.
Jennifer grappled with two conflicting perspectives that encapsulated her struggle.
On one hand, a somewhat pessimistic view echoed frustration:
"Our efforts—despite years of dedication, the engagement of hundreds of stakeholders, and millions invested—aren't yielding the intended results."
This sentiment, shared by Jennifer, felt transgressive, as she suspected others harbored similar doubts within the stakeholder group.
On the other hand, a remarkably optimistic idea surfaced:
"What if we set a big, visionary goal to actually end homelessness by 2030?"
This audacious proposal aimed to inject new energy into stakeholders and instill accountability for tangible results.
Amidst this dichotomy, I’ll share our discussion, my recommendation, and the transformative results.
Jennifer’s Dilemma: A Coalition in Disarray and Vague Goals
Jennifer unraveled the layers of her predicament during our candid conversation.
Her pessimism wasn’t just an acknowledgment of challenges but a bold revelation of a deeper truth shared by others within the stakeholder group.
This internal disarray stemmed from a lack of clarity about specific interventions leading to outcomes, minimal engagement in the work itself, and a dearth of accountability mechanisms.
As Jennifer grappled with these challenges, a tension arose between acknowledging internal struggles and the desire to inspire change through a grand, visionary goal of ending homelessness by 2030.
A Divergence of Perspectives: Pessimism Meets Optimism
As our conversation unfolded, Jennifer initially leaned toward the idea that a BHAG – a big, hairy, audacious goal, a concept developed by Jim Collins and pronounced “Bee Hag” – could be the catalyst for change.
However, skepticism arose as we questioned whether such goals had been attempted in the past.
About 15 years ago, a group had set a goal to end homelessness by 2020, which, as Jennifer noted, didn’t work.
Unlike the private sector, where everyone has already signed on to the particular mission and operates in a hierarchy, homelessness isn’t owned by any one person or company.
So rather than being clear and compelling – as a BHAG is meant to be in the private sector – it becomes a public broadcast of impracticality.
By discussing this, the realization dawned that a visionary goal wouldn’t likely address the fundamental challenges her coalition faced.
So we shifted our focus to the core issues at hand: lack of clarity, minimal engagement, and a dearth of accountability mechanisms.
In most consulting sessions, I adopt a Socratic approach—instead of providing recommendations for what I think my clients should do, I encourage critical thinking and self-discovery.
At times, I share insights from ancient thinkers or my experience with failed change initiatives.
But at the end of our first call, I offered a nugget for reflection:
"If you can't figure out how to reduce the problem by 10%, it seems unlikely you could solve it."
Taking an Incremental Step Forward
In our subsequent call, Jennifer shared her exploration into reducing homelessness in her region by 10%, drawing inspiration from strategies of the Built for Zero campaign by Community Solutions.
She planned to assemble accountable community-wide teams and push the ongoing use of real-time, by name data.
I was excited because these approaches bring three things Jennifer’s coalition desperately needs: a more cohesive effort, transparency, and accountability.
As we discussed these promising strategies, a balanced recommendation emerged:
Pivot towards a more realistic yet impactful approach of reducing homelessness by 10% each year.
This pragmatic target aimed to bridge the gap between pessimistic reality and optimistic vision.
Results Speak Volumes: A Shift in Perspective and Tangible Progress
Months later, Jennifer updated me on her coalition’s skepticism, followed by the full adoption of the 10% per year goal.
Tangible results surfaced:
- Increased Engagement and Accountability: Stakeholders rallied around the new goal, fostering shared responsibility and providing clarity of purpose.
- Measurable Progress: Tracking homelessness reduction year by year replaced ambiguity with clarity, generating renewed purpose.
- Improved Collaboration: The focus on a realistic yet impactful goal facilitated better collaboration among stakeholders, transforming the once-dysfunctional coalition into a cohesive and purpose-driven force.
While it’s too early to gauge the new approach’s success, the promising shift from a dysfunctional coalition to a purpose-driven force is evident.
Conclusion: A Journey from Utopian Pessimism to Pragmatism
Jennifer’s story underscores the transformative power of reevaluating approaches amid challenges.
While visionary goals can inspire, a pragmatic shift toward achievable targets provides the necessary foundation for progress.
For those facing similar challenges, consider the impact of setting realistic yet impactful goals.
It’s not about abandoning optimism but channeling it into actionable steps that drive meaningful change.
See you next week.
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→ I’m a strategic advisor for the toughest societal problems like poverty, crime and homelessness. People come to me when they want to stop spinning their wheels and get transformative, systems-level change.
→ I’m a coach for emerging and executive leaders in the social and public sectors who want to make progress on their biggest goals and challenges.
Let’s find out how I can help you become transformational.
