It’s funny. We have an expression about not being able to see the bigger picture – “you can’t see the forest for the trees.” But what about when you can’t see the trees for the forest – is there an expression for that?
When our clients know there are many things they don’t understand about their customers, it’s easy for them to see a forest of possible priorities. This runs counter to the true nature of real prioritization, and can get in the way of moving a project forward. If you have this problem, how can you decide which issues are really important?
One way to think about it is to consider the possibilities like they’re trees in a forest. First, make a laundry list of what you need to know about the people who buy your product or service. Then, rather than trying to find out every detail about every tree; large, small, common, or rare, examine the questions carefully. Which ones are so important that they influence the answers of all the others, or perhaps even render them unimportant? These are the trees with deep roots and a broad canopy. These are the ones whose answers are so vital, that if they aren’t answered, the overall health of the brand could be in jeopardy, and it might not be evident until it’s too late. Start with these first, and you’re more likely to see both the forest and the trees in a clearer light.
Heading back to the forest,
Megann and Steve