You probably agree with these two beliefs:
\n1) We all see an issue, an event, our lives, our work in ways that are a bit different to the person sitting next to us, on the phone or at the other end of cyberspace.
\n2) In our lives and work we will do better if we see and understand more of what is going on in any situation: our decisions will be more informed, a way forward will have more chance of success, a plan will have more support and things will feel fairer all round.<\/p>\n
[If you don\u2019t agree \u2013 please let me know, I would like to understand more of your point of view!]<\/p>\n
I propose that understanding more of what others see is highly useful, however you view knowledge <\/a>and whatever your stance on the Enlightenment Project <\/a>: Given how we are as humans (with mind-sets that are both firmly fixed and fluid too) and the importance of trying to understand different viewpoints as we work to improve things, maybe you will agree that in addition to the two truisms at the start of this blog there is a third crucial one for any leader (defined as someone who is trying to influence the behaviour and action of others, from a sports team captain to a member of a band; from a charity volunteer to the CEO of a major corporation).<\/p>\n So what is this third belief, that makes a trilogy of truisms? The proposal: the core skill a leader needs is \u2018perspective management\u2019. This ranges from: Perspectives (and how they are explored, entertained and used) is at the heart of excellence, for a leader, team and organisation.<\/p>\n
\na) If you are seeking to discover and promote truth \u2013 with a positivistic approach (maybe if you work in basic research or are someone who likes to develop a rational strategy in your organisation)
\nb) If you are keen to understand more of each other\u2019s contingent realities \u2013 in a postmodern way (for example in staff engagement and listening to potential customers in a focus group or existing product users as a designer)
\nc) If you are trying to learn more about your assumptions and prejudices \u2013 in a \u2018post-positivist\u2019 <\/a>sort of way (which can be very useful in a organisation where you are trying to avoid group think in deciding on a more emergent strategy or a team where you are trying to navigate your way through conflict)<\/p>\n
\ni. A deep curiosity in what others see \u2013 whether those \u2018others\u2019 are senior colleagues, complaining customers, union stewards with a grievance or people who are met in the course of a journey. This leads to seeking out opportunities to see things differently \u2013 from starting a Board meeting with a \u2018patient journey\u2019, to walking the floor, to sitting quietly in a caf\u00e9 or store watching potential customers examine your product.
\nii. An ability to \u2018hold their own beliefs lightly\u2019. Jim Collins in \u2018Good to Great\u2019 <\/a>described how level 5 leaders have a rare combination of humility and will. Leading through perspective is more about the humility of that formule\u2013 the harder part of a determined (and possibly arrogant) leader to master.
\niii. A desire to reflect and refine, to review to improve in the light of experience and others opinions. They are a \u2018cycle manager\u2019<\/a>.<\/p>\n