Root Cause Thinking: Designing Beyond the Calendar Year
The fourth quarter brings a familiar rush. Close strong. Finalize budgets. Complete reviews. Reset the calendar.
But beneath these rituals sits a deeper question: What is the root cause of the pressure we feel — and the change we expect?
I’ve often found that Day 365 and Day 1 are not all that different, except for the imposed expectation that something must shift. What if instead of designing a one-year plan, we built a 1095-day plan? Three years focused on value creation, opportunity generation, and meaningful reward.
What would we do differently?
Three Questions Beneath the Surface
1. The Pressure Beneath the Ritual
Have we asked everyone in the organization what they believe is required to create value, opportunity, and reward?
Insight lives in every corner of the business — if we are willing to listen.
2. Listening Before Designing
Have we asked everyone in the organization what they believe is required to create value, opportunity, and reward?
Insight lives in every corner of the business — if we are willing to listen.
3. Facing What We Avoid
Are we in denial about any part of the year ahead?
When uncertainty surfaces, do we default to optimism, skepticism, or avoidance?
Root cause thinking requires honesty before strategy.
This Week’s Ripple Effect
Before rushing to the finish line of Q4, pause.
Ask your team one simple question:
“What do you think we need to create more value, opportunity, and reward next year?”
Then listen, to understand. Root cause thinking begins with curiosity.
