In the weeds, again.

I've been re-reading "The Truth About Leadership" by Kouzes and Poser for a Leadership Development Group I am facilitating.  This is probably one of the top five books I would recommend all new leaders read; no not read, STUDY if they are serious about being an effective leader.

Kouzes and Posner identify ten "Truths about Leadership" and go into detail about each of them.  I will not take the time in this post to list them or go into detail (get the book, read it, study it, apply it!), however I do want to reference one of the truths in connection to a discussion I had this morning. 

I was making a presentation to a group of individuals with responsibilities for one aspect of our University system for a region composed of several educational sites/campuses.  As I was going over some of the statistical information related to their area of focus I mentioned the need to block some time each month to do nothing but review trend data from the 10,000 foot level; to spend time thinking about what the trends mean and to be able to look forward enough to spot opportunities and potential problems.  My quote was that if a leader spends all their time down in the weeds then they shouldn't be surprised when they get bit by a snake. 

This resonates with one of the "truths" from "The Truth About Leadership:"  Focusing on the Future sets Leaders Apart.  According to Kouzes and Posner "The capacity to imagine and articulate exciting future possibilities is the defining competence of leaders."   Their research has indicated that this ability to look forward is second only to honesty in being desired by followers from their leaders.  I can understand that.  However, this doesn't happen accidentally.  To develop in this area means taking time away from the pressure to deal with the situations in the weeds and rise to a higher level.  It means resisting the urge to deal with the crisis and plot a course which will avoid future crisis (if you are like me you can also see a bit of Steven Coven in this concept).  Too often we become trapped in the weeds of our daily grind. 

The answer is to purposefully schedule time to step back from the immediate and focus on the big picture. Spend time looking at trends in key areas of your organization . . . and then think about what they suggest for the future.  More than this, consider external and internal factors which affect your current processes, and goals.  What will the future look like if you do nothing different?  What action will have the greatest impact on your goals?  Which external or internal factors will affect you in the short and long-terms, and how can you mitigate or exploit those factors?