Leaders: Why do they need both a clock and a compass?
I have worked with several organisations that couldn’t see the wood for the trees. They lacked a compass, couldn’t see the big picture and didn’t have a strategy. They failed to recognise new competition, to understand their processes from a customer viewpoint and overcomplicated matters.
I have also worked with organisations that have the opposite problem – they couldn’t see the trees for the wood. They lacked a clock, couldn’t see the detail and couldn’t deliver. They failed to manage projects, identify underlying issues and over simplified matters.
Leaders need a sense of perspective. They need to be able to see both the big picture and the detail. That’s the key to delivering strategies. That’s why they need both a compass and a clock.
Picture of Chaddesden Woods by orangeacid
I wrote a draft of this on Xmas day and by coincidence my cracker contained a compass!
Mike Barnato
December 27, 2010 at 11:43 am
Strategy should be about finding a unique position in a crowded market. The compass analogy fits this premise well. However a compass can only provide a general direction, true strategic thought must involve knowledge of how to circumvent the ‘trees’ as you approach your chosen position. In these terms a GPS would be far more suitable. Equally arriving at your destination at the desired point in the product’s or industry’s lifecycle justifies the need for a clock. As we learn more about strategy it seems that the more tools we employ the better definition we get about the destination and the journey. A true strategy must include both.
Douglas Wiles
January 4, 2011 at 4:59 pm
Thanks for a very interesting comment. Has a GPS view got something in common with a “helicopter view”?
Mike Barnato
March 31, 2011 at 3:38 pm
Mike, I like that analogy too. My point was also focused on strategy being the thinking behind how to get to a destination. A helicopter view will show you the potential hazards, and shortest routes, whereas a GPS will make a judgement on the path of least resistence, based on inputs from other data sources. In this way knowledge and data concerning the journey ahead, knowing where you want to go and how to get there all fit together nicely in an analogy for strategy.
Douglas Wiles
March 31, 2011 at 5:31 pm
Thanks Douglas. I am also wondering whether GPS is an analogy for a programme plan or scoping document? It illustrates how things fit together and plots the route of least resistance?
Mike Barnato
April 1, 2011 at 8:14 am
I agree Mike. Long term strategy coupled to short term objectives or strategic and tactical.
Vince Pizzoni
January 4, 2011 at 6:53 pm
Good point Vince!
Mike Barnato
March 31, 2011 at 3:39 pm
Comment from elsewhere
They need a clock to time themselves and whoever they appoint so that they can map progress against objectives in private without having to consult anyone else.
This acts as a powerful check on programme directors and others who may be tempted to overstate progress or understate problems.
Compass is an interesting concept which fits neatly into Hoshin Planning ,a Japanese system of strategic planning used by Intel,HP and Toyota which is very useful for developing strategic blueprints for change under circumstances where no prior experience can be used and where the tasks are without precedent.
The Apollo mission where a man was put on the moon and brought back again is an example of a HOSHIN EVENT.
Hoshin roughly translated means “shining metal pointing brightly” or as we would say in fewer words “Compass”.
Posted by john gelmini
Mike Barnato
April 17, 2011 at 10:04 am
This is an interesting comment from elsewhere.
Some even get a kick out of driving that beautifully balanced machine like a cheap hire car that they can drop off in a quiet clearing in the wood – and clearly we know what character enters next.
So… we need a clock, a compass, a beautifully balanced car, a driver who drives it like they own it, a helicopter – anything else?
I’m thinking maybe Abe Lincoln’s axe and enough time to sharpen it…
Posted by Fiona Mccaul
Mike Barnato
April 17, 2011 at 10:05 am
Maybe they need a helicopter to lift them right out of the forest.
Why are they in there anyway?
Posted by Frank Feather
Mike Barnato
April 17, 2011 at 10:06 am
Great piece and shows the balance needed for success. Another vital element needed is a purpose and set of values lived out by the leader that is in common with the team that is needed to follow the course. Leading through the heart is vital for aligned action too if you are going to really succeed rather than just give the appearance of it short term. Although values don’t sound as strongly focussed actions to many, these sort of organisations show better financial returns over time too.
Posted by Peter Bruce
Mike Barnato
April 17, 2011 at 10:07 am
Hi Mike,
Not sure about the clock and compass analogy, but I do agree that to lead any organsiation a mixture of big picture and detail are required, I view this as setting a balanced (informed) platform of which to DRIVE the change process with all the leadership, communication and other elements that are frequently mentioned.
Bit like a car really – you need a balance between power, weight, steering and aerodynamics – oh dear watching too much Clarkson over the break
Posted by Robin Johnson
Mike Barnato
April 17, 2011 at 10:07 am
[...] should reflect priorities. Think compass and clock. I once worked with a car sales force who only spent 20% of their time on selling [...]
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