Tag Archives: leadership vision

New Eyes for a New Year — Part Three

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2683_5078_largeIn the past two weeks, we have looked at the “what” and “where” of your leadership vision. In this final installment of “New Eyes for a New Year” it’s time to do a quick screening of the “how” of your vision. Consider it your depth-perception test . . . you know, that part of your eye exam where you look through 3-D glasses and identify which part of the picture stands out the most . . .

 

Your “depth perception” as a leader determines how you see what lies before you. Our biases, experiences and predispositions can make some aspects of the landscape stand out more than others. That is why two people can look at the same situation/challenge/opportunity and see very different things. Do you focus on definitive black and white observations, or shades of gray? Are you looking for similarities to build on or differences to distinguish? Do you expect to see a specific outcome, or are you open to being surprised?

Perhaps most importantly, do you believe/consider valid/judge as reasonable only what you “see” through your own unique perspective, or are you open to considering someone else’s point of view . . . to see the landscape before you with new eyes? Yes, as the leader, it is ultimately your responsibility to cast the vision and set the direction. The question is, do you want to make that decision based only on your own depth perception, or would your organization be better served by you viewing the situation based on the input from a range of people who might see things a bit differently? People who see the big picture and those who focus on the small details. People who strive to make good things happen and those committed to keeping bad things from happening. And yes, even that “disrupter” who can always be counted on see the world a bit differently than everyone else on your staff. In effect . . . would you rather make a decision based on a single piece of information (your own personal depth perception), or on a full range of data that a variety of perspectives can provide?

What you see as “real” in any particular situation may be based, at least in part, on your own depth perception. If you want to see the opportunities before you with new eyes in the New Year, how you go about doing that can make all the difference. Maybe it’s time to take out the 3-D glasses and check your focus.

 

Photo credit: Bernell Corporation

New Eyes for a New Year — Part Two

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Snellen Eye Chart Test Box in front of brick wall. 3d RenderingLast week, we started the “New Eyes for a New Year” leadership vision test by assessing what business you are in — which impacts how you and your team see the world. Once you have clarity on the “what,” the next logical question is “where.” Where are you and your team headed in the coming year? This is an area where I think, for many leaders and their teams, the vision remains a bit fuzzy. Oh, we all think we can clearly see where we are going . . . that is until it is time to really read the letters on the wall.

For example . . . imagine you and your team are sitting on a mountaintop in Colorado discussing your vision. For a host of thoroughly researched reasons, after listening to the industry “experts” and looking closely at the landscape throughout the country, you determine that Illinois is the destination you are working toward. Ummm . . . okay . . . would that be Chicago (third largest city in the US), Loraine (a town of 300 on the Western border of the state) or Marion (the southern-most town with a chain hotel)? Because while “Illinois” might seem like a specific enough target to keep your organization moving in the same direction, without a clearer vision your team might ultimately be moving in different directions. Your people are all in Illinois, yes, but that “clear vision” is a state that is 390 miles long and 210 miles wide so the ultimate destination could take many forms.

Translate that example to your organization. Is your vision for the future specific enough that your organization will remain aligned in its efforts throughout the journey? Is your focus clear enough that everyone sees the same fine print at the bottom of the chart? Yes, you want to maintain enough flexibility to respond to emerging information. That is different from part of your team working their hardest to move in one direction, which is slightly different than other team members understood the direction to be and so, in fact, your team ends up pulling the organization in multiple directions.

How do you fix that type of “fuzzy vision?” Quit using the biggest letter at the top of the chart — the broadest possible vision — to guide your action. To check your sight, the Optometrist starts by asking you to identify the smallest letters you can see clearly at the bottom of the chart. Thinking your organization has a clear vision if everyone can identify the big E at the top of the chart is the same as telling your people to go to Illinois and thinking they will all end up at the same spot.

Want new eyes for a new year? Sometimes it takes a stronger, clearer lens to see the fine print.

New Eyes for a New Year

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phoropterAs I write this, I am just returning from the optometrist. Each year I get my eyes checked during the first week of January — you know, start the New Year by making sure I am seeing clearly. And I have found that you often don’t realize how much your eyes have changed until you have the chance to look through a new lens. If you are a leader, the start of a new year is also a great time to check your vision . . . related to your organization. Are you seeing things clearly, or would a different lens give you an entirely different view? Consider the next few weeks of this blog your leadership “vision test” to help determine how clearly you are seeing the potential for your organization to increase its impact.

The first assessment in your vision test is for you to answer the question of “What business are we in?” That might seem like a silly question, but how you answer it can create a filter that either lets new ideas pass through, or screens them out like UV rays bouncing off a pair of sunglasses. For example, if you are in the train business, there is a tendency to screen out (often without consciously recognizing it) information that does not relate to trains. You will see opportunities and threats to the way you do business coming from other train companies, and those variables that impact rail transit. If, on the other hand, you see yourself as being in the transportation business . . . well, let’s just say the view is a little different.

According to Constantinos Markides, there are three different approaches to answering the question of “What business are we in.” You can define your business according to 1) the product or service you are selling; 2) the customer function you are trying to fulfill, or 3) your portfolio of core competencies. No one approach is right or wrong, but each is likely to impact what you see as opportunities going forward.

A “movie company” is going to work to perfect the craft of making movies. An entertainment and information company (as Disney defines itself) is going to consider a wider range of business opportunities . . . for example theme parks. One may go deep, the other wide. Think of it as near-sighted or far-sighted — you need a different lens depending on which is the best fit for your organization.

What business are you in? Would all the members of your leadership team come up with the same answer? If you are not sure, perhaps you need to test out several lenses — or as my optometrist would say, “Which is clearer . . . 1 or 2 . . . 3 or 4? The answer to that question is the first step in viewing the New Year with new eyes.