Blind Spots Can & Will Destroy the Best Plans
A lot of thought and planning goes into conducting gap analyses, enhancing strategic plans, and preparing for heightened success. A lot of pride is earned through the sweat equity we invest in our organizations. A big part of it includes mitigating risk.
Over the past 25 years, I’ve worked with leaders and managers from every industry – from very small start-ups to Fortune 100s – leaders from a wide variety of backgrounds and extremely diverse work forces. Regardless of how diverse the company and regardless of how expansive the individuals and/or organizations I worked with, one commonality remained: the challenges leaders face are basically….the same.
The details are what make them unique. The situations and the circumstances add a new twist every once in a while. They all possess blind spots, too. Organizational leaders have a lot on their plate. Their level of responsibility is huge, yet the one area that is easy to is our blind spots. It’s easy to miss because, well… it’s in our blind spot.
So why do so many leaders forget about their blind spots?
How do fatal errors occur when our organizations are led by such strong leaders? It’s what happened a renegade trader at the Barings Bank in Singapore who was in charge of front and back operations. Leadership failed to acknowledge that this left his trades unsupervised. This also led to unbearable losses – ultimately sinking the bank.
The dynamic information we acquire over time is still subject to risk caused by… our blind spots. Consider tending a bit more attention to and therefore avoiding common blind spots:
- Extremely concise strategic direction. Priorities must be clear to ensure everyone is on the same exact page. Reduce the risk of information-overload caused by today’s technology-driven landscape and be zealous with clarity
- Very clear success measures. Mitigate the risk of varying expectations – we need to ensure that the overarching definition of success is uniform with all managers and throughout all departments and locations
- Ignoring under performers. Inaction can derail strategies if left undisturbed
- Being proactive is a 24/7 role. Anticipating is far different from reacting.
Blind spots are just that: areas we can’t see. We all have them. Don’t let them derail your strategic plans. It’s not difficult, but it does require us to take advantage of our team, our trust advisor, and those who can and will identify what rests in our blind spots.