Revisited | Six Deadly Blindfolds (Reinvention II)

Six Deadly Blindfolds (Reinvention II)

We are all guilty!

We are guilty of not seeing the bigger picture. We are guilty of sweeping something under the carpet because it is easier than tackling head on. Whether it be clouding (external forces) or our own distractions (internal forces), this ‘missing the point’ can result in decision-makers making ill-informed choices.

We need to address the very real blindspots in our decision-making processes. From that point, we see in a clearer fashion, the reality of circumstances, and can make informed, intelligent decisions to move forward to the next level.

At the launch of “Reinvention: Acceletating Results in the Age of Disruption” by Shane Cragun and Kate Sweetman, Kate spent time highlighting the Six Deadly Blindfolds that impact upon entrepreneurs, managers and decision-makers. These resonated strongly with the entire audience, as we all recognized that at some stage along our managerial career path, we have been guilty of at least one, if not several, of these. I for one, recognise times where I have experienced, and acted based upon, each of the blindfolds. Does this make me a bad entrepreneur? No. It now makes me more conscious of factors clouding my judgement.

Whilst we cannot change the past, we can become increasingly more proactive in our critical analysis of the events surrounding us, and as such, will be better placed to strengthen our choices for our respective organisations and stakeholders into the future.

The Six Deadly Blindfolds analogy is apt for business decision-makers to contemplate. Recognise when these blindfolds have held influence over your decisions, and more importantly, use this framework to think through future decisions. If you answer ‘yes’ to the following question, then you know what you need to do – “am I missing something in the bigger picture as I analyse the scenario that I face”?

Arrogance

Often as simple as pride, or refusing to accept that something is happening. We feel that we can rise above it, or that our position is already sufficiently strong enough. Regardless of how strong your current situation is, there is always room for improvement. Complacency will be the death of success.

Professing that your way of doing something is the only correct avenue is also a form of arrogance. This is obviously the major inhibitor to change; change needing strong, positive leadership from throughout the hierarchy for it to succeed.

Simply ask yourself: “Am I always right”, or “Is there a better way”, and you will know whether or not you are limiting yourself due to this blindfold.

Negative Feedback Not Acknowledged Here

Many individuals, and business units fail in acknowledging and addressing less than stellar feedback that is offered to them. People try to brush over feedback as an anomaly in the spectrum, rather than a genuine issue. For example, if only one out of twenty customers at a restaurant complain that the waiter was unhelpful; then it means the waiter was good at his job. NO! Flip this around; if one customer complains – listen, investigate, rectify. There may be a real issue at hand. All feedback must be given credence for analysis – through feedback we will understand stronger perspectives, and potentially be exposed to new ideas which will help us to improve.

Dismissing Competitors Successes

Never take it lightly that a small competitor is making headway. A 0.5% improvement for them might be the start of the tipping point for you. We must always celebrate success, even when it is not our own; but use others success as a learning curve to develop a deeper understanding of the strategy they used to achieve that outcome.

In our appreciation of the landscape in which we operate, a key element is in understanding why others are progressing the way in which they do. Never take competitors for granted, and never, ever, take your finger off the pulse.

We Know What’s Best for the Customer

Businesses don’t invest enough in understanding their customer, and craft products and services to suit the delivery model, rather than to suit the end user. This is us knowing what is best for our convenience; not creating the best experience for our customer base.

We need to spend more time understanding our customer; their needs, current position, aspirations. From there we can customize, as much as achievable, the required product or service to suit them.

Do we really want to go back to the Henry Ford days – “you can have any colour car you want, as long as it is black”? I think not!

Believing Problems Don’t Exist

Much like Arrogance, we often tend to ignore problems as inconsequential, or non-existent. This is a huge mistake. No business has it 100% smooth. No business spends its lifespan with smooth sailing. There will always be problems. But we have to acknowledge their existence in order to first rectify them, and subsequently, improve our deliverability from them.

Embrace your problems, and use them as (steep) learning curves. Accept that from each problem the organization will come out stronger, for having experienced, and overcome the issue at hand.

Avoiding the Unavoidable

That delicate conversation you have to have with a client or a team member. That delay which put everything off track, but you’re still trying to carry on as if it didn’t happen. Reality is; as with crisis management, it is easier to bite the bullet as early as possible and deal with things, than it is to try and cover something up.

We are all guilty!

So, how many of these are you guilty of within your own organisations? Which seemed familiar, or struck a nervous chord within your mind? The first step is in acknowledging the things that impact our thinking process/es, and our decision-making processes, and moving forward positively, knowing that we can overcome these obstacles at each step, if only we are honest to ourselves.

Image Source:

(1)     leaderonomics.com

(2)     smallbiztrends.com

(3)     entrepreneur.com

(4)     sfs.jordon.com

(5)     linkedin.com