In most agencies I have worked in, I heard the term BAU (Business As Usual) numerous time a day. There is a massive focus on delivery, project tasks and actions. Often we use specific software to help us track and run projects. We run scrums and sprints, we have interventions and wrap ups. All of these tools and processes are quite rightly focused on helping us deliver for our clients as it is this client work that pays the bills.
These are our immediate challenges and they require a microscope as we focus down. We talk about 'getting your head down' meaning to get on with work.
But we also have the expression 'playing with your head up'. In sport this means seeing what is happening around you and reacting to it. In business, I suggest that it means looking ahead and not just down.
This is important as in addition to delivering our tasks, we must also be aware of the bigger picture, future plans, the long game. For this we must use our telescope.
Whilst a microscope focuses down at the detail, the telescope gazes up to see the bigger picture. Both are critically important to success as they do different things and are used at different times. Each lens has a group of skills or traits that come with them.
The Microscope focuses on what is in front of you and therefore requires specific skills. It requires a strong focus on -
Short term delivery - the need to understand the immediate challenges and drive a solution
Fire fighting - identifying any roadblocks and devising nimble, immediate solutions 'on the run'
Task focus - to ensure you deliver!
Reactive intuition - aimed at solving the 'now' problem
Situational analysis - quickly appraising the situation based on available data
The telescope brings with it some subtler skills such as -
Vision - the ability to strategically plan the direction of travel for the business, based upon industry trends, market needs and client opportunities
Motivation - the ability to paint a picture of the future in an inspiring and engaging way, so that people understand the future for the business, their development and how the two intertwine
Building and leading a high performance team - this can include recruitment, skills development and sadly sometimes restructuring the business for the future
A great leader must be able to use both lenses and skill sets. They must be able to focus on the short term delivery whilst playing with their head up in order to see the long term purpose. They must be able to move from micro execution to macro strategy.
They will no doubt have a preferred way of working and a norm for how they operate. The key is that the team around them compliments them and balances out any natural bias.
Great leaders know and communicate short, medium and long term goals. They know the mountain to be climbed and the landmarks along the way.
By Richard Wright
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