Up in the clouds... or down in the details

Up in the clouds... or down in the details. Author Jim Haudan suggests people across an organisation 'fly' at different levels. You'll experience it every day.

We have different altitudes of perspective and so we see different things, think differently.

We know this from being in an aircraft:

✈️ On the ground: you can see the airport, trees and tarmac as you're taxiing to the runway;

✈️ Up in the air: up to a few thousand feet up there, you can see cars, roads, rivers and patchwork quilts of fields and farms; and

✈️ Cruising Altitude: way up there, at 35,000 feet and above it’s cruising altitude and you're getting the big picture.

You can see a broader perspective stretching way w-a-y over the horizon. Today's leaders need to be able to fly at all levels - and most of all, to be able to recognise it or hear it when others are speaking.

This is one of the capabilities of the 'Leader as Facilitator' I posted on yesterday. Your preference may keep you 'locked' at a level that's not helpful.

Q: What say you? Are you an 'up in the clouds' person, 'down in the details' or do you fly somewhere in the middle? 

Don't be bored will you

Some days are filled with so many activities, commitments and appointments back-to-back there’s no time for anything else. No deliberate anything, not even lunch on some days. (Boo!)

As a child, I frequently said to my mum, ‘I’m bored!’ and she’d list off a few things I could do to counter the boredom. I had a creative mind and was always looking for something to work on, play with, experiment or try.

In the modern workplace, lurching from meeting to meeting, screen to screen, racing through the day, something big about this isn’t right.

It’s not sustainable and it’s not smart.

Are we allowing, creating or letting ourselves be a little bored? Even for a few minutes? Great creativity, ingenuity and insightful thinking comes when you let yourself be bored.

Your brain goes to work providing you with potential solutions to the problems you’ve been endlessly giving it. If there’s no break, there’s no space.

Rather than automatically reaching for your device to fill the space, have a go and let yourself be bored. Notice things and people; think ... whatever comes to mind. This allows us to make sharper connections when we really need them.

How could you let yourself be boredf?

Flogging a dead idea...

Seth Godin says 'ideas that spread win'. If your ideas aren’t spreading as you’d like, well... maybe they’re dead.

Are you flogging a dead idea?

Leaders bringing change to their teams; I wonder, how much is old stuff, old information or old ideas repackaged? Did the ’Save as’ button get a workout when you changed the date from last year or 5 years ago, and put the same information out there? Sam Trattles, an expert in negotiation gave me A+ advice for a high value gig: a goal of the process was to not repeat any of my information. Sam says people tune out, they’re done with it, they’ve heard it before and don’t hear it again.

We must find new ways to communicate, ways that re-connect, re-inspire, re-engage, not just revisit or reuse. As a consultant or expert, are you still trying to sell the same thing?

A colleague recently said if she just got more customers everything would improve for her. But this isn’t the only way to growth.

Getting more customers to know about your dead idea won’t do much for you. Our ideas need to evolve and adapt, as do we, or we’re just flogging a dead idea. How are you adapting your ideas?

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'Any old map will do'

I wrote earlier about sensemaking and how we need it to collaborate, make decisions and make progress. How do we ‘make sense’, particularly in a group? Currently, we sit around a table, look at each other and talk at each other. It’s so verbal. Blah blah and blah, and some more blah blah. We’re trying to explain things, influence, persuade, educate, inform, involve and engage.

All of that with words? That’s a big ask of any words coming out of our mouth to achieve.

As if we should all be famous orators, preachers and inspirers! But some of us aren’t. And it can be unsafe in some workplaces to even open your mouth to put forward your thoughts. For making sense, you don’t need fancy drawing skills. You need a map.

Thanks to Sensemaking guru Dr Karl Weick’s advice, ‘any old map will do.’ You see, a map provides us with a point of reference, a starting point. To start to make sense, get some of the information - words, shapes, ideas - onto something map-ish; a note pad, tablet, white board, flip chart.

It need not be pretty. It needs only to be practical. It’s a starting point after all.

Did you know that Sensemaking is a ’thing’?

You know when you’re having a meeting or a conversation and you’re listening to what people say, trying to work out what it means, what it’s about?

That’s Sensemaking. We do it intuitively, habitually, automatically. But we might also be doing it in ways that don't get the most out of our grey matter - our brain - or the other people in the room.

It's why we miss out on information, feel overloaded and get overwhelmed with too much information.

It’s certainly why we get into heated debates, arguments, confusion and misunderstandings. Even though we’re trying to get on the ’same page’, we often don’t even have a page, anywhere to be seen. It’s all talk.

We can make Sensemaking a more deliberate action in our daily work and daily lives. It’s more than taking notes, it’s more than listening.

It’s a kind of super power or rapid path to clarity when we’re dealing with complex issues and information. Plus it’s the way to make decisions quicker and work together better.

Sensemaking. It’s a thing and we can most defintely be more deliberate about it.