Recently, Apple held its iPhone and Apple Watch event from its headquarters in Cupertino, California. The new iPhone 14, Apple Watch Ultra, and AirPods Pro were announced.  

 We’d been waiting for this event. 

 For the past year or so my husband and I have been toying with the idea of buying a new athletic watch.  

 We bought inexpensive Fitbits during the pandemic, and now they’re wearing out. Some of the functionality no longer works, including the heart rate monitor. 

 Also, as active people who are always on the go, we want a few more features. We want to track our work outs and heart rate more accurately, get updated weather forecasts and be able to listen to music without having our phones nearby.  

 So, we’ve been weighing the options. We’ve analyzed different brands in terms of cost, size, features, and its ability to sync to my Android. We also thought we’d wait until fall to see what Apple would put out on the market. 

 We’ve been patient. We’ve done our homework. We’ve saved our money. And we will buy our new watches in the next few months.  

 It’s smart and strategic purchasing behaviour. I also know it’s uncommon.  

What is more typical is shiny object syndrome. 

 You know what I’m talking about.  

 You’ve seen the long lineups outside stores the day a new iPhone is available. People wait for hours, wanting to have the newest version, the day it is available. It’s new. It’s shiny. They want it. 

 I’m sure you also know someone who must own the newest make and model of a car. As soon as it becomes available, they’re driving it. 

 Or those who endlessly throw themselves into hobbies. They buy the top-of-the line gear, spending thousands of dollars on equipment, shoes and clothes, only to abandon the sport or hobby a few months or a year later.  

This behaviour is common, and it happens in every field of work too.  

 Many CEOs, managers, and school leaders are drawn to the newest thing. Instead of researching and deciding if this new thing is really a good fit for the organization, they implement it with little thought. The last newest thing is pushed aside, often before anyone had any significant training or a chance to fully learn it. And before long, this newest thing will also be abandoned when another one comes along. 

 It can be a real problem. 

So, why do people do it?   

There are many reasons why people may fall into the trap of shiny object syndrome. 

 For one, it takes little effort. To be successful at anything, we must go deep, really learn and engage. This takes time, and people may be unsure if it worth the effort. 

Another reason people succumb to shiny object syndrome is because some leaders are expected (and rewarded) for taking action. Engaging with the newest thing makes people seem innovative. Unfortunately, it leaves little time for the learning and reflection necessary for deep understanding. 

Money may also be an issue. Quick, inexpensive workshops are far cheaper to fund compared to detailed training. Workshops give people an awareness, but this style of learning gives employees too much information, too superficially, without the deep support needed for real change. 

While there are many reasons people give into shiny object syndrome, it rarely creates lasting change.  

Luckily, there are ways to avoid it. 

 The main solution is to know the key priorities of your organization. This means that you first must decide what needs the most focus and attention. Looking at your data, your clientele and your sector, will help drill down to the core of any challenge. Then, combat this challenge with strategic long-term and short-term planning. 

 Nothing gets better without focus and you can’t focus on everything. Choose one thing you’re committed to working on for an extended period of time and concentrate your energy there. 

This means you will need to say need to say no to competing demands. It also means you need to deepen your knowledge of how to improve.   

Consultants and mentors can often help you move forward, especially if you don’t know the best-practices in the field. However, if you are well-informed (and this is the ideal place to be), take the time to thoughtfully set your organization’s direction. Create an action plan, and then monitor its impact.  

 Of course, it’s okay to experiment and tweak the plan as you see what does and doesn’t work. But do your homework and start with best practices.  

 We all want to grow and improve. We also have more than one significant challenge that needs our attention. However, to be most successful, we need to focus on just one at a time. 

 As a challenge this week (or for the next few weeks), figure out your key priority. As mentioned, analyze the data, your clientele, and your sector. Talk to employees, mentors, and consultants. Learn the best practices. Then, and only then, forge ahead with a research-based plan. 

 With a smart and strategic plan forward, positive change will occur. It will take time and effort but stay the course. It will be worth it! 

 Best wishes,  Lauren 

P.s. If you need any help creating your plan, reach out. FREE 30-minute consultations are available.