Tight, loose, tight
June 21, 2023
Combining these three simple words has become a robust framework for the times we work and live.
When you follow the "tight, loose, tight" method, you position yourself and your team members to achieve purpose, autonomy, and mastery.
While "tight, loose, tight" meets individual needs, it's also a practical, efficient way to manage the way you work. The method is used in corporate strategy, agile teams, conversations, presentation styles and meeting design.
The origin of this phrase is unclear, but some companies have used it for a long time in the execution of their strategies, although they probably have yet to be fully aware of it.
Tight to purpose and goals: The organization's management team determined the purpose and goals and controlled them closely.
Loose for execution: The business units and functions had autonomy in implementing and delivering on the goals, often under resource constraints from the management team.
Tight for results: The management group defined and measured expected results.
Here are other uses for "tight, loose, tight":
SCRUM
Agile team members use "tight, loose, tight" in their self-directed, cross-functional work, on par with the company's strategy implementation. The team members are focused on meeting the needs of their customers, stakeholders or other end users. The team members are assumed to have the skills and motivation to lead themselves and each other when they divide the work into small groups and short cycles. The quick, specific feedback they get from customers and end users gives them instructions on what changes to make for the next short cycle.
Coaching
Now consider "tight, loose, tight" in one-on-one settings, such as coaching conversations between managers and employees.
As a manager, you structure the conversation about development or any exploratory discussion as follows:
Tight for the goal of the conversation: You want to learn what your employee thinks about and does in his performance development, a specific project or something else important.
Loose in the conversation itself: You ask several questions. You may have prepared some of them in advance. You listen with an open mind and avoid telling the employees what they should do.
Tight after the conversation: The employee takes responsibility for reflecting on the conversation, solving problems and then deciding what actions to take, which you, as a manager, can validate. You then hold the employee responsible for taking action.
Formal presentations
Tight for standards: You set high standards for your presentation. You take the time and effort in advance to create the content for your talk and practice the presentation.
Loose during presentations: When you start speaking, you let go and relax. That way, you won't sound scripted and tense - and you'll appear authentic. Nevertheless, you are not so "loose" that people question your seriousness and credibility - you are natural, genuine and reliable.
Tight on audience perceptions: You will ask the audience for feedback on the content and delivery and take their input seriously for future improvement.
Meetings
Meetings are another excellent venue to use the "tight, loose, tight" method – especially when bringing together individuals to solve problems. The first "tight" is to create a detailed agenda. The meeting discussion is "loose". You want to make it psychologically safe for everyone to share their opinions and discuss issues and ideas thoroughly. The second "tight" is at the end of the meeting, when you want to make decisions that everyone agrees on.
In the examples above, the three short words, "tight, loose, tight", help you keep your eyes on the target while the ground continues to move beneath your feet.
