Since I am writing this in mid-December, there are shiny objects all around. They twinkle and sparkle and make things look merry and bright. These shiny objects are perfectly fine (or at least they are to me). What we need to watch out for are the shiny objects that aren't literally shiny. They are the things—products, programs, courses, articles—that promise to fix whatever problem we have. They distract us from what we really need to do to fix the problem.

Shiny Object Syndrome (SOS) is the tendency to chase something new without first considering if that thing will help. To avoid it, we must first define our problem.

I can hear some of you think, "But it's not me, it's [insert someone else who determines what tools we use]." And I feel you! But first let's address how to avoid SOS ourselves, and then we can address how to help others avoid it.

Beware shiny objects

Does this sound enticing?

"Get personalized, content-led experiences into market faster"

How about this?

"get more opens, clicks, and conversions"

Of course they do! You need to get things out the door as fast as possible. You want more opens, clicks, and conversions.

Either of these tools would be great if they could solve your problem and meet your requirements—and you were prepared to change how you work.

For that to happen, you have to start at the beginning.

Step 1: Define the problem – Before you even consider a "solution" you must first define the problem. What is the problem you have? Better yet, what is the problem your audience has that you think you can solve? When you've done this (collaboratively, of course) you can move to step 2.

Step 2: Set goals and objectives – What does it look like when you have solved the problem? Does membership retention increase? Do monthly donations go up? Do more people sign up for notifications about a pending launch? If you don't know what you want to achieve, how do you know if you are successful?

Step 3: Define requirements – What must the solution have, do, or integrate with to work for you? What is necessary and what is just nice to have?

Step 4: Make a plan to implement – Whether you are choosing a tool or a strategy, what does implementing it look like? Is there a deadline? Is there a limit for how much time people can work on it? Is there a budget? If you do not have a plan for how to go forward, you are more likely to fail because there isn't enough time, money, or people's time to make it work.

Step 5: Move forward cautiously – Now you can start to look for a solution to help you solve your problem and meet your goals while fitting within the parameters you've set. The field will look much different where there a set of criteria with which you can compare products, consultants, or services. If you can do some pilots or short-term experiments, do that.

When you follow these steps, suddenly, things look less shiny and you won't be blinded by their light. You can evaluate things based on reality not fantasy. You may even find that you don't need to add anything to your ecosytem. Maybe you can reconfigure a product you already have to work better. Or maybe that $4 million investment in a new technology suite is the best way to get to where you want to go. Either way, you will have made a smarter decision than jumping in with vendor demos and pricing plans "to see what's out there."

Help others avoid shiny objects

How does this look when you are not the decision maker?

It looks like a lot of questions. Because if you are downstream from the shiny object, e.g. you will have to set it up, use it in your daily work, or be accountable for the outcomes the object promises, you need to know what it means for you.

Turn each of the steps above into a series of questions:

What problem is this thing going to solve?
What are we trying to achieve with this thing?
Does it need to work with system X? Will it replace Y?
What is my role? How will this affect my work? What priority will implementation and rollout take compared to the work I already have?
How can I help?

Of course, with any of these questions, you might get told it's not your business. You cannot save everyone from themselves. But you could make someone stop and think before moving hastily forward. You can also prepare yourself or your team for what is to come. If you cannot be part of the decision making, can your boss? Can you influence up so that someone is representing your interests?

At the very least, each one of us can ask questions. We might not like the answer, but I believe that the worst questions are the ones that we do not ask. And if it hurts that much to ask questions in your organization, well, there are a lot of other jobs out there. An organization that doesn't allow people to ask questions and has perpetual shiny object syndrome is on its way to decline.

I leave you with a scene from Indiana Jones and the Last Crusade:

The Nazis and Indiana have arrived at the place where the Holy Grail is said to be hidden. Elsa selects a cup with lots of jewels and is shiny and gold. The person who drinks from it turns into a pile of bones and ashes. The knight who is guarding the Grail says, "He chose poorly."

Indy chooses a simple bowl and drinks from it. Nothing happens to him. The knight congratulates him, "You have chosen wisely."

In a world of Nazis and archeologists, be an archeologist, go for the practical thing, and make wise choices.