“I say it as it is,” a client once said to me. He had a reputation for being bombastic at best. “Can I suggest that actually, “you say it as you see it”?” I boldly replied.
The thing is, there is a huge difference between perception and reality. We all know the saying, ‘One man’s meat is another man’s poison’ or ‘Beauty is in the eye of the beholder’. Well, we all see things differently, from our own perspectives, personalities and experiences.
‘Truth’ is simply our perception of the facts. Take this picture… what do you see? Some people see a stylish young lady and some people see a haggard old witch. Wow! Those are 2 very different perspectives – but the picture is the same.
Without proactively seeking other perspectives, we are limiting our own view of situations and, as Einstein asserted, if we keep doing the same thing, we’ll keep getting the same results.
Let’s be clear that we’re not talking about getting feedback. There’s nothing wrong with feedback. It can be extremely helpful and constructive but it’s not necessarily offering anything by way of change. Nor can it be really helpful when so many people prefer to give positive feedback and nothing else; whilst others have a tendency to criticise (and not constructively).
Feedback is not the same thing as a different perspective and it doesn’t have the same value.
An alternative perspective:
The aim is to be better informed to make better decisions.
Good leaders are not afraid to listen to the ideas of others and learn from them.
Each one of these groups would bring value – as well as a different perspective – to that learning process. But there’s a sliding scale of value here. The first three (directors, staff, stakeholders) are all very close to the business. Would they be able to mentally step outside of the organisation and bring a fresh perspective? Or are they too close to the situation? And would they be able give a full and frank appraisal to you as the leader of that company?
Ask a friend? Well, friends are not necessarily trained in listening properly or improving our leadership skills – and they may just tell us want we want to hear. Put simply, friends are friends!
Consultants, are trained in giving advice. They will work to understand a company and its issues. They can give objective recommendations and second opinions. They usually have experience of other organisations in the same industry as the company they are working with. But one perspective, however well-informed, is not as valuable as multiple opinions.
So a range of perspectives is where you can get real value and even more so where those perspectives are coming from other business leaders, with different backgrounds, experiences and opinions. Asking other leaders can have the greatest impact of all.
Our Leadership Boards are collaborative forums where leaders bring those different perspectives and, by doing so, open up more options and generate more ideas for each other. They are supportive confidential environments where leaders gain clarity around their thinking, gather differing views and ‘sense check’ their decisions, before going back to their businesses.
“Having the opportunity to consider my business challenges with other Leadership Board members is invaluable. Their questioning can be quite intense, and it can really make you think!”
Anthony Evans, MD Sarginsons Industries Ltd
At Growth Plans our Leadership Board members benefit from the power of collaborative problem-solving and different perspectives, with time away from the office to work on the business in a confidential environment.
Working together in one of our Leadership Boards will give you clarity of thinking, fresh thinking, and diversity of thinking; equipping you to make good decisions in the knowledge that they have been thoroughly thought through from a variety of perspectives.
If you’re interested in benefiting from a Leadership Board and/or becoming a member, we are holding a three-hour taster session in early March. Contact Liz for an informal chat to see if Leadership Boards are the right fit for you – [email protected]
