Free Article By Paul Glen of C2
Consulting
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Just Think About It
(This article originally appeared in
Computerworld.)
Managers, as a group, tend to be
action-oriented. We measure ourselves, our importance and our effectiveness in
part by the level of activity around us. The louder the hum of machinery, the
faster the shuffle of feet in the corridor and the larger the proportion of time
we spend in meetings, the better things must be. Stuff is happening, and that's
what we're supposed to do: make things happen.
So it's natural that at the end of the
year, our attention often focuses on planning activities for the next year.
We've arrived at the season of strategic planning sessions, budgets and project
proposals. In the coming month or so, most of our organizations will set the
stage for what we want to do in the next year.
Action is great, but before diving into
planning more actions, it may be time to pay attention to the other end of the
managerial spectrum: reflection. That's right; I'm suggesting that the end of
the year is a great time for just a little bit of inaction. It's the perfect way
to prepare for better action in the future.
Reflection seems to get a bad rap in
managerial and leadership circles. There are a few reasons for this.
Many of the most competitive and
aggressive business people I know conflate reflection with self-doubt. For them,
it's an activity for wimpy, tea-drinking, "girly men" (and women), not the work
of serious leaders. They are out and about telling people what to do and
occasionally listening to what others have to say. For them, leadership is
primarily a public-facing function.
Even those who don't denigrate reflection
seem to shy away from it. Thinking deeply can be uncomfortable. We might learn
things that we'd rather not know about ourselves, our work or our organizations.
It's also an activity without a guaranteed result. What's the deliverable?
Insight seems too vague to justify the investment when there are immediate
concerns waiting right outside the office door.
More broadly, as a culture, we seem more
comfortable with cacophony than quiet. If you believe the personal ads on
Match.com, everyone loves quiet, moonlit walks on the beach. But having lived on
the beach in Los Angeles for seven years, I can assure you that at night,
there's no one out there. All you see is flickering blue apartment windows
bathed in the warm glow of televisions. We're much more engaged with the
ever-expanding variety of media content and advertising designed to invade every
second of our consciousness.
So, how should you focus your reflection
to make the best use of the time? I'd suggest that at least a few key questions
be on your agenda.
What did I learn this year? Too often, we
look to what happened or didn't happen in the past year as a guide for what we
should do next year. Experience offers the potential for growth, development and
maturation, but to seize it requires that we pay attention not only to
considering the events of the past year, but also to interpreting their meaning.
What did my staff learn this year? Believe
it or not, the people who work for you are learning too. At times, it may not
feel like it, but they are. But what they learned may not be the same things you
did. What did they learn from you? What did they learn about you and about
working for you? What did they learn from their successes and failures?
Is what you've learned compatible? This is
the tough one, and it requires a fair amount of perspective and candor. Will
this past year's learning bring you closer to your staffers, or will it alienate
them from you?
The answers to these questions can help
you guide not only the future actions of your group, but also how those actions
are carried out.
So, where can busy people find the time to
reflect? Drive home with the radio off. Rent a remote cabin. Take a really long
bath. Sit in a coffee shop for an entire morning without a BlackBerry, a cell
phone or a laptop; take only a notepad and a pencil.
If you want to really distinguish yourself
as a leader, invest in a little reflection. It can set the stage for focused and
meaningful action.
