Last time I was hiking in Montana's Glacier National Park, I
stopped to view through binoculars, a mountain goat trekking atop a rock
cliff. My husband, viewing the switch-back trail we'd just climbed,
happened to see a grizzly bear cross behind a group of hikers a hundred
yards below us. With my narrowed focus, I never saw the bear. Our different
views yielded different impressions.
It's like that at work, too. We survey our landscape using departmental
binoculars, seeing through lenses of a work group, a site, a division, a
subsidiary, or a corporation. We may see the goat and miss the bear, or
vice versa. We make decisions, offer solutions, create ideas and do our
work based on an understanding of what we've gleaned from a partial view.
So if you're in software development or human resources, customer service
or accounting, sales or creative services, manufacturing or marketing,
legal or public relations, or any number of departments, professions,
industries or businesses, you'll tend to see your work-world from that role
perspective, making interpretations accordingly.
But if you want to be winning at working, you need to get beyond a narrow
orientation. Doing that requires a different mind-set. One that understands
that actions taken by one individual or department impact other individuals
or departments; actions taken in one business or industry impact other
businesses or industries; and actions taken in one country, impact other
Changing your view has nothing to do with larger numbers of people or the
size of a department or business enterprise. It has nothing to do with
where you are in the hierarchy either. People with myopic self-interests
can be found at every level of an organization. It's not the position that
helps us see differently, it's the "eyes" we develop.
Let's say, you implement a simple change, going from paper to electronic
invoices. That decision impacts the printer of the paper invoices, the
shipper of the forms, the IT department needed to build new systems,
suppliers who must adapt to your way of doing business, employees who must
be trained on the electronic system and ... you get the point. Knowing the
impact doesn't mean you won't make the change. But it produces better
decision making, enhanced communications and more positive results.
People who are winning at working think beyond their narrow roles, stepping
back to gain a larger perspective. Mao Tse-tung puts it this way, "We think
too small. Like the frog at the bottom of the well. He thinks the sky is
only as big as the top of the well. If he surfaced, he would have an
entirely different view."
If you want to be winning at working, you need to surface from your well
and look out at the work-world you share. Changing your view, changes
© 2005 Nan S. Russell. All rights reserved.
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Nan Russell has spent over twenty years in management, most recently with QVC as a Vice President. She has held leadership positions in Human Resource Development, Communication, Marketing and line Management. Nan has a B.A. from Stanford University and M.A. from the University of Michigan. Currently working on her first book, Winning at Working: 10 Lessons Shared, Nan is a writer, columnist, small business owner, and on-line instructor. Visit www.nanrussell.com or contact Nan at firstname.lastname@example.org.