11:26 AM Friday July 15, 2011
by John Baldoni Comments (8)
by John Baldoni Comments (8)
Familiarity, as it relates to management, may not breed contempt — but it does contribute to lazy thinking. Almost anyone who works in an organization long enough begins to adopt a "same old same old" view of problems as well as opportunities. By default, they implement tried and true approaches to problems, not because they'll always work, but because they're not thinking about doing things differently.
A colleague of mine, Alan Davenport, views his role as an executive coach as has helping clients have "different conversations about familiar topics." The operative word here is "different" — a new perspective or new lens to view an issue. That's why people hire executive coaches: because we are outsiders and our perspective is not the same as those who work inside.
But outsiders can only have so much influence. When an organization needs to change, counsel from nonemployees only goes so far. Real change only comes when people inside decide to implement it. Guidance must come from senior leaders who can adopt the perspective of an outsider — be it a vendor, a shareholder or a customers.
A new perspective can allow a leader to make certain that what she sees is reality, not her perception of reality. If they are not careful, senior executives can begin to adopt the viewpoint of the bubble around them if direct reports inadvertently or purposefully screen the boss from alternate points of view. For instance, it is not uncommon that when projects fail the top boss is the last to know. She has not been privy to problems and issues plaguing the project. Too often she has been the recipient of nothing but good news.
So how can a leader adopt a different viewpoint? How can she look at familiar things — resources, employees, structures and even roadblocks — with fresh eyes? Let me offer some suggestions.
Know your limitations. Understanding that there are different viewpoints on issues is step one in realizing the need for new perspectives. It has been said that what keeps senior leaders awake at night is not what they know, but rather what they do not know. Knowing the limits of your own knowledge is important.
Make customer visits. Spending time with customers is obvious way to see the world with new eyes, but so often those at the top think it is not their job. If you want to know what customers think of your work, ask them. That will take having a conversation as well as spending time getting to know them and their needs.
Invite outsiders in. For your next departmental meeting, think about ways you can introduce your folks to outside thinking. Having industry experts speak about trends in your industry is a good first step. But think further afield. For example, the health care industry has studied hotel and food companies for lessons in hospitality and food preparation.
These steps can help leaders adopt a new perspective, but they will not obfuscate the fact that the leader is responsible for initiating change. Thinking like an outsider has its merits, but acting like one does not. Leaders take ownership of the issues and make the changes that are necessary.
A colleague of mine, Alan Davenport, views his role as an executive coach as has helping clients have "different conversations about familiar topics." The operative word here is "different" — a new perspective or new lens to view an issue. That's why people hire executive coaches: because we are outsiders and our perspective is not the same as those who work inside.
But outsiders can only have so much influence. When an organization needs to change, counsel from nonemployees only goes so far. Real change only comes when people inside decide to implement it. Guidance must come from senior leaders who can adopt the perspective of an outsider — be it a vendor, a shareholder or a customers.
A new perspective can allow a leader to make certain that what she sees is reality, not her perception of reality. If they are not careful, senior executives can begin to adopt the viewpoint of the bubble around them if direct reports inadvertently or purposefully screen the boss from alternate points of view. For instance, it is not uncommon that when projects fail the top boss is the last to know. She has not been privy to problems and issues plaguing the project. Too often she has been the recipient of nothing but good news.
So how can a leader adopt a different viewpoint? How can she look at familiar things — resources, employees, structures and even roadblocks — with fresh eyes? Let me offer some suggestions.
Know your limitations. Understanding that there are different viewpoints on issues is step one in realizing the need for new perspectives. It has been said that what keeps senior leaders awake at night is not what they know, but rather what they do not know. Knowing the limits of your own knowledge is important.
Make customer visits. Spending time with customers is obvious way to see the world with new eyes, but so often those at the top think it is not their job. If you want to know what customers think of your work, ask them. That will take having a conversation as well as spending time getting to know them and their needs.
Invite outsiders in. For your next departmental meeting, think about ways you can introduce your folks to outside thinking. Having industry experts speak about trends in your industry is a good first step. But think further afield. For example, the health care industry has studied hotel and food companies for lessons in hospitality and food preparation.
These steps can help leaders adopt a new perspective, but they will not obfuscate the fact that the leader is responsible for initiating change. Thinking like an outsider has its merits, but acting like one does not. Leaders take ownership of the issues and make the changes that are necessary.
How do you keep a fresh perspective? Please leave your suggestions in the comments.
John Baldoni is a leadership development consultant, executive coach, author, and speaker. His latest book is Lead Your Boss: The Subtle Art of Managing Up. Readers are welcome to visit John's website, http://www.johnbaldoni.com/.
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