What you need to know but
do not know
B
eing a truly effective leader means being in the
know about everything that is going on, in and
around your company. But being in the know about
“everything” is impossible and would probably cause
your head to explode. Yet, every day there are
forces at work that could impede growth, hinder
productivity, drain cash flow, degrade your brand or
cause you to miss a major opportunity. By forces, I’m
referring to the people side of your company where
decisions are made and where thinking and behavior
deviates from the company’s vision and core values.
This is where personal or collective compromise can
throw a wrench in what should be your well-oiled
machine.
In business, believing in the old adage, “What you
don’t know can’t hurt you,” is like avoiding reality by
sticking your head in the sand. If you’re having cashflow problems and you’re not paying attention to – or
can’t read – your financial reports, and you don’t
have a cash-flow plan/budget … then you don’t know
what you need to know. If you’re having productivity
issues and pushback on much needed changes, but
do little to change your “I don’t like structure”
leadership style … then what you don’t know – you
need to know. If you’ve ever discovered a major
problem and uttered the words, “How was this
happening right under my nose?” … then you don’t
know what you need to know. Got it?
Since it’s impossible for any leader to know and do
everything, here are some no-compromise strategies
to keep you in the know more effectively than ever
before:
“Myopia” isn’t a Greek island: In business, the term
myopia refers to that very narrow field of sight we
fondly call “tunnel vision”. A leader may see what’s
directly in front of him, but be oblivious to hazards
and threats coming at him from the sides or behind.
So often, what leaders need to know is readily
available, but they’re “too busy” or preoccupied to
really see or even be aware of it. Even with the best
intentions, some leaders shut themselves off from
what they don’t want or care to know – or believe
that others are paying attention for them.
Strategy: Schedule time to come up for air so you
can pay attention to and check in on what’s going on
in your company. All it takes is asking a few
questions and setting aside the time to really listen to
the answers. The intent is not to catch people doing
something wrong – it’s to ensure that they’re doing
their jobs right … and to coach them where needed.
Avoiding myopia is the best strategy to avoid
problems before they occur.
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