We are all guilty!
We are guilty of not seeing the bigger picture. We are guilty of
sweeping something under the carpet because it is easier than tackling head on.
Whether it be clouding (external forces) or our own distractions (internal
forces), this ‘missing the point’ can result in decision-makers making
ill-informed choices.
We need to address the very real blindspots in our decision-making
processes. From that point, we see in a clearer fashion, the reality of
circumstances, and can make informed, intelligent decisions to move forward to
the next level.
At the recent launch of “Reinvention: Acceletating Results in the
Age of Disruption” by Shane Cragun and Kate Sweetman, Kate spent time highlighting
the Six Deadly Blindfolds that impact upon entrepreneurs, managers and
decision-makers. These resonated strongly with the entire audience, as we all
recognized that at some stage along our managerial career path, we have been
guilty of at least one, if not several, of these. I for one, recognise times
where I have experienced, and acted based upon, each of the blindfolds. Does
this make me a bad manager? No. It now makes me more conscious of factors
clouding my judgement.
Whilst we cannot change the past, we can become increasingly more
proactive in our critical analysis of the events surrounding us, and as such, will
be better placed to strengthen our choices for our respective organisations and
stakeholders into the future.
The Six Deadly Blindfolds analogy is apt for business
decision-makers to contemplate. Recognise when these blindfolds have held
influence over your decisions, and more importantly, use this framework to
think through future decisions. If you answer ‘yes’ to the following question,
then you know what you need to do – “am I missing something in the bigger
picture as I analyse the scenario that I face”?
Arrogance
Often as simple as pride, or refusing to accept that something is
happening. We feel that we can rise above it, or that our position is already
sufficiently strong enough. Regardless of how strong your current situation is,
there is always room for improvement. Complacency will be the death of success.
Professing that your way of doing something is the only correct
avenue is also a form of arrogance. This is obviously the major inhibitor to
change; change needing strong, positive leadership from throughout the
hierarchy for it to succeed.
Simply ask yourself: “Am I always right”, or “Is there a better way”,
and you will know whether or not you are limiting yourself due to this
blindfold.
Negative Feedback Not
Acknowledged Here
Many individuals, and business units fail in acknowledging and
addressing less than stellar feedback that is offered to them. People try to
brush over feedback as an anomaly in the spectrum, rather than a genuine issue.
For example, if only one out of twenty customers at a restaurant complain that
the waiter was unhelpful; then it means the waiter was good at his job. NO!
Flip this around; if one customer complains – listen, investigate, rectify. There
may be a real issue at hand. All feedback must be given credence for analysis –
through feedback we will understand stronger perspectives, and potentially be
exposed to new ideas which will help us to improve.
Dismissing Competitors
Successes
Never take it lightly that a small competitor is making headway. A
0.5% improvement for them might be the start of the tipping point for you. We
must always celebrate success, even when it is not our own; but use others
success as a learning curve to develop a deeper understanding of the strategy
they used to achieve that outcome.
In our appreciation of the landscape in which we operate, a key
element is in understanding why others are progressing the way in which they
do. Never take competitors for granted, and never, ever, take your finger off
the pulse.
We
Know What’s Best for the Customer
Businesses don’t invest enough in understanding their customer, and craft
products and services to suit the delivery model, rather than to suit the end
user. This is us knowing what is best for our convenience; not creating the
best experience for our customer base.
We need to spend more time understanding our customer; their needs,
current position, aspirations. From there we can customize, as much as achievable,
the required product or service to suit them.
Do we really want to go back to the Henry Ford days – “you can have
any colour car you want, as long as it is black”? I think not!
Believing Problems Don’t
Exist
Much like Arrogance, we often tend to ignore problems as
inconsequential, or non-existent. This is a huge mistake. No business has it
100% smooth. No business spends its lifespan with smooth sailing. There will
always be problems. But we have to acknowledge their existence in order to
first rectify them, and subsequently, improve our deliverability from them.
Embrace your problems, and use them as (steep) learning curves.
Accept that from each problem the organization will come out stronger, for
having experienced, and overcome the issue at hand.
Avoiding
the Unavoidable
That delicate conversation you have to have with a client or a team
member. That delay which put everything off track, but you’re still trying to
carry on as if it didn’t happen. Reality is; as with crisis management, it is
easier to bite the bullet as early as possible and deal with things, than it is
to try and cover something up.
We are all guilty!
So, how many of these are you guilty of within your own
organisations? Which seemed familiar, or struck a nervous chord within your
mind? The first step is in acknowledging the things that impact our thinking
process/es, and our decision-making processes, and moving forward positively,
knowing that we can overcome these obstacles at each step, if only we are
honest to ourselves.
Image Source:
(1) leaderonomics.com
(2) smallbiztrends.com
(3) entrepreneur.com
(4) sfs.jordon.com
(5) linkedin.com
(2) smallbiztrends.com
(3) entrepreneur.com
(4) sfs.jordon.com
(5) linkedin.com
Craig J Selby | Craig is a long-time proponent of structured and measured change. His early career saw him teaching marketing and management at a variety of Universities and PTE’s in his native New Zealand, where he quickly climbed the management ladder to head several private sector institutes. Needing to do that little bit extra, Craig formed his own consultancy firm and was engaged by many in the sector as a trouble-shooter - responsible for internal auditing, restructuring and redevelopment of many departments and institutes in order to remain competitive in a highly contested market. This involvement motivated him to branch out and work with other industries - focussing on change and development as a core theme in business survival. When Craig moved to Malaysia, he went back into the Education sector to share his ideas with local private sector educational facilities. In 2009 Craig co-founded Orchan Consulting Asia, an award-winning Public Relations agency. His areas of specialisation are Crisis Management Communications and Change Management.
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