Inflection points are moments when the course of events branches off into one of several possible directions. After the inflection point, things change — one way or another. A life-altering car accident is an inflection point. So is the all-important presentation to the CEO.
Some inflection points are more consequential than others. Putting a new version of the app into production is an inflection point. But depending on the release’s features, it may only nudge the product’s trajectory slightly. On the other hand, a misfire when presenting to the CEO may kill the project altogether.
Expected inflection points are easier to deal with than random ones. If we’re aware of the upcoming presentation, we can prepare. We can put in extra effort to ensure we’ve addressed the main points, created the necessary materials to tell the story compellingly and directly, and practiced our timing and delivery.
But we don’t have to be victims of random inflection points either. For example, we can take precautions to avoid getting injured in a traffic accident. We can become more cautious drivers or configure our phones to stop showing notifications while we’re driving. We can also make large-scale structural changes that reduce the likelihood of injury. Some, like the obligatory use of seatbelts, initially meet resistance. Eventually, norms change as the cost of adhering to the status quo becomes evident.
Change requires that we agree on our desired trajectory. For example, we universally agree that we should reduce traffic injuries. As a team, we agree that we’d like ongoing executive support for our product decisions. To do this, we create mechanisms that allow us to align as close as possible to these desired trajectories over time.
While inflection points are critical, we mustn’t lose sight of these broader trajectories. Our near-term goal may be to deliver a kick-ass presentation, but the presentation is ultimately in service to keeping the project going. The project matters more than the presentation; the presentation is one of many inflection points that move the project along. By aligning our long-term objectives, we can work towards making inflection points nudge us towards the desired direction.
Over time, the sequence of major and minor inflection points defines our story. We can trace the course of events that got us to where we are. We can think about what we would’ve done differently at each inflection point and what we should do next. Wisdom entails looking backward to move forwards. By considering the big picture, we can ask ourselves: do we want to keep going in this direction? If not, upcoming inflection points offer opportunities for change.
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