Tag Archives: Oliver Wendell Holmes

Getting to the Other Side

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“I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity.” — Oliver Wendell Holmes, Jr.

The longer I have been on this leadership journey, the more profound this Oliver Wendell Holmes, Jr. quote becomes, largely because I have seen so many well-intentioned people just stop and hang out in the muck and confusion of the “complexity” rather than continue to push through to the simplicity on the other side. Maybe for some people, it is easier to remain mired down in the intricate details because that provides the cover for continued information gathering and considering of options rather than committing to a decision that might be the wrong one. For most leaders, however, I think they just don’t realize that simplicity is an option. It is.

Make no mistake, “getting to the other side” is not an easy task. You can’t just go there first. The simplicity on the other side is not the novice’s basic understanding, which is found on “this side” of complexity. It is recognizing the layers and complicated variables of the situation — most clearly understood by walking through the midst of it — and then distilling the multiple scenarios, contingencies, and possibilities down into a path to the other side. And there is a path, but it will only become obvious when you are intentional about looking for it.

Following are a few pointers for the journey:

  • It will feel like a “hot mess” when you are in the midst of it. This is where a bit of experience helps. Once you have made the journey a time or two, it is easier to trust the process (okay, maybe not easier, but I have learned to repeatedly remind myself . . . trust the process!). I have yet to get to the other side without first feeling like I would never get there. This is usually because I try to shortcut the journey and find the path forward without walking all the way through the complexity. Keep forging ahead.

 

  • Get all the layers and variables down — in writing — before you try to consolidate your thinking. There is something about getting everything in print, with input from multiple sources, that allows you to see patterns that elude you when simply talking or rolling things around in your mind. Don’t try to categorize as you go, just get it all down. Trying to fit everything into a box too soon can result in missing points of connection.

 

  • You can’t rush the process, and you need a deadline. Yes, I know this seems contradictory. In my experience, the deadline is necessary to push you through the process, but you also have to let things “percolate” for a while. Sleep on it. Leave it alone for a bit. Then come back to the information and trust that a path will emerge.

What needs simplifying in your organization? The journey may not be easy, but it is absolutely worth the effort. See you on the other side.

Avoiding the Vortex

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vortexPerhaps one of the greatest risks for leaders is being sucked into the vortex of the overwhelmed. All of the details, ideas, requirements, expectations, and possibilities that spin around a leader on a daily basis can have a pretty strong gravitational pull. How do you keep this force from dragging you under, or at the very least pulling energy away from your supposed strategic priorities? In the words of Oliver Wendell Holmes, the key is to keep your focus on “the simplicity on the other side of complexity.”

That has a nice ring to it, but how exactly do you do that? It’s a little like trying to stand on one leg. When you keep your focus locked on a fixed spot it is much easier to maintain your balance than if you are looking at everything going on around you. So what is the fixed spot? You guessed it . . . the simplicity on the other side of complexity.

Make no mistake, simple is not the same as easy. It takes a lot of discipline to sort through all the stuff of leadership to identify the one, two or three overriding goals on which to remain focused. And identifying those goals doesn’t mean you won’t still have to deal with a myriad of questions, opportunities and challenges on a daily basis. It simply means making decisions about those things becomes much easier. You no longer feel the pull of every rabbit trail. You know your path forward and have identified which tasks belong to you alone and which you can delegate. And with each step toward “the other side”, the pull from the vortex of the overwhelmed lessens.

It is also important to recognize that passing through the vortex is a daily journey. Just because you were able to focus on your simple goals last week doesn’t mean some unexpected variable won’t pull you off course this week. The antidote? Start each week, each day, by casting your eyes on your point of focus — your simplicity on the other side of complexity.

Can’t narrow your priorities down to no more than three? Way too much on your plate to even consider that? If you can’t prioritize, then the vortex of the overwhelmed has already won. End of discussion.

But for those of you willing to focus on the simple path through the complexity of leadership . . . I’ll see you on the other side.

Simple Understanding

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bigstock--focus lens.jpg“The key to good decision making is not knowledge. It is understanding. We are swimming in the former. We are desperately lacking in the latter.” ― Malcolm Gladwell, Blink: The Power of Thinking Without Thinking

As we begin a new year, it can feel like our lives are spinning ever faster. With seemingly unending information outlets — 24-hour news cycles, social media, abundant prognosticators, never mind the numerous print outlets whose reported demise seems premature — it is easy to be overwhelmed by the scope of what we think we need to stay abreast of. And yet, as we begin a new year, we as leaders need to ask ourselves . . . are we doing a better job of accomplishing our missions as a result of acquiring more knowledge?

In far too many cases, I fear the answer is no. Why? I think Malcolm Gladwell nailed it on this one. Abundant knowledge simply makes us talking heads. It is understanding — knowing what is important, which details to focus on and which are simply noise — that allows us to advance our missions. I love Oliver Wendell Holmes’ concept of the “simplicity on the other side of complexity.” That’s the sweet spot. That’s where understanding happens.

So how do you get to that kind of simple understanding? Focused flexibility. Let me explain. The focus part is pretty simple. Who are you (mission, vision, values) and where are you going (strategic goals)? That’s it. If you read the last few sentences and thought, “sure, that sounds nice, but she just doesn’t understand . . .” there’s a pretty good chance you are stuck on the hamster wheel of information/complexity. Trust me on this one. Step off the wheel and focus.

Once you are clear on your focus, flexibility comes into play. You see, you have to walk through the complexity on a daily basis, and some of the knowledge floating out there might provide a faster or easier path to the other side. Your focus is about the destination, the flexibility comes in the route. So be flexible enough to act on new information that directly impacts your ability to reach your destination, while also being focused enough to let the rest of it roll off your back — regardless of what “expert” says you are crazy to ignore the tidbit of information that he or she is peddling.

Still don’t believe me? Think about the most successful leaders you know. Are they bouncing around, reacting to every headline or do they have a calm focused presence — dare I even say a simple understanding of where it is their organization is headed?

That is my hope for you as a leader, and your organization, in the coming year. Simple understanding. See you on the other side!