Observation
There is no single true all-encompassing perspective,
you need to develop many.
“We see the world, not as it is, but as we are …… or, as we are conditioned to see it”.
Stephen Covey
Author – 7 Habits Of Highly Effective People
In May I am off for a few days to sunny Sicily with two mates and Major John Cotterill MBE, battlefield tour guide and my cousin. Ostensibly we are there to learn more about Operation Husky, the 1943 Allied invasion of Sicily, though I suspect sun, food, wine, and friendship will also be high on the agenda.
In preparation John suggested we might like to read ‘Sicily 43’ by James Holland, a contemporary military historian, as well as the novel ‘There Is No Home’ by Alexander Baron, a former soldier who served in Sicily.
The military history provides an overview of the strategic context, the key drivers, the larger-than-life personalities (Churchill et al) and the story of how this all fits together. In contrast the novel is a very human narrative highlighting how we all share many underlying needs – to be loved, to be seen, to be valued.
Both books have added perspective to my own existing view that:
‘Ultimately the Allies won the war because the Americans
could provide more money, equipment and people’.
Neither the books nor my view are more, or less, valid. They each bring a perspective, which at a simple level will add to the enjoyment of our trip and at a macro level will help us develop a better understanding of a multi-faceted and complex situation.
I think being a great leader has a lot of parallels with this.
As leaders we are familiar with developing an overview, articulating the strategy, assessing the people, and setting out the road map, much as James Holland has done in his book. It is valuable and serves a purpose, but it is not enough.
Businesses are about people and if you are to lead people, I think you need to understand them, to recognise their underlying needs and find a way that communicates to their heart as well as their head. For me, Baron’s book does this beautifully.
However, the strategy and the people exist in a wider context including the socio-economic macro trends ie: ‘America just had more resources’ of which today’s equivalent may well be ‘the inevitable rise of the digital economy’.
Being aware of that wider context is critical.
My two core client groups are a telling illustration of how different perspectives influence our actions.
My start up friends and colleagues tend to be brilliant at tuning into the macro trends. They think, sometimes rightly, that it will be their short cut to fame and fortune. Sadly, they don’t always then have the strategic or human touch to make the most of it (though some do).
Equally my large corporate clients are typically strong at executional strategy but often blind to the significant constraints and competitive disadvantages that their legacy business and context gives them in a rapidly changing world.
As leaders, few of us will be great at responding to the macro trends, as well as able to articulate a winning strategy and emotionally connect with our colleagues and customers.
However, recognising different perspectives exist, is a good place to start.
Challenge
Thinking starts with creating space.
“Poirot,” I said, “I have been thinking.”
“An admirable exercise my friend. Continue it.”
Agatha Christie – Peril At End House
One of the joys of being a coach is that virtually all my conversations are meaningful. I’d like to say this is down to my unique insights and devastating intellect, but sadly that is not true. What makes the conversations meaningful is the simple fact that the coaching process is creating space for my clients to think, with some added help from me to shape and provoke their reflections.
For many of my clients, our time together is a rare oasis of calm in a world of constant and immediate demands. It is often their only time to meaningfully reflect and develop their perspectives. Is it enough? I don’t think so!
My challenge to leaders, is that:
‘If you do not create the space and provocation to think and develop different perspectives, how do you provide the long-term leadership that the business so desperately needs?’
Practical Action
Prioritising time to think should be as automatic and important as ensuring your regular exec meetings are in the diary.
Here are some of the practical actions that I have seen good leaders do to develop their thinking:
Make it a priority and put time in the diary. It is not rocket science, but I am continually surprised how few do.
If you are lucky enough to have a good Chair and NED’s (or corporate boss and group functions), then embrace them and seek their unique perspective which should be a combination of exposure to the wider market together with insights into your business. Unfortunately, many board members are likely to limit your perspective rather than enhance it.
Spend time in the market, talking to customers, commentators, competitors, consultants – anybody who has an interesting view. Personally, I favour having a few trusted and respected contacts rather than a cast of thousands. Others have a different style.
Seek genuine feedback and provocation, especially from people with an informed view. In doing this, try to avoid shooting the messenger.
Experiment (at pace) but then also create the time to review and learn. Part of that experimentation includes developing the narrative until you find something that works, at least for a time.
Go for a walk and talk with your colleagues – you may be surprised what a difference that makes.
Be aware or ‘bring into consciousness’ (as therapists would say) the competing tensions of short-term delivery, the long-term vision and the purpose of the organisation. For me, these are at the core of leadership, and are best grappled with rather than conveniently ignored.
I can imagine many leaders squirming when I suggest these things. Their push back will be:
“That’s alright but you haven’t got to deal with the day to day reality of running the organisation.”
Unfortunately, as leaders, I don’t think you have the luxury of ignoring the changing world and clinging on to a myopic view of your own world and organisation.
Developing different perspectives helps create a better description of reality and for leaders that is a pretty good starting point.
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