Focus

What do you see?

How clearly?

How far do you see?

My picture shows the Kerry Peninsula in Western Ireland taken from the Dingle Peninsula. Do you focus on the surf hitting the shore along the impressive 5 km Inch Strand; the sparkling track of light across Dingle Bay; the mountains of the Ring of Kerry or the extraordinary variety of cloud formations. Do you anticipate the arrival of Storm Agnes moving across the Atlantic Ocean and due to hit Western Ireland a few hours after I captured this picture. For those of you who have joined me virtually, you will have seen my library of cloud formations used as backgrounds. My eyes are drawn to the far horizon and then move to the foreground before widening to encompass the whole picture. 

Many ‘experts’ have long advocated that we need to hold different horizons in mind at the same time, among them McKinsey 3 Horizons Model

What we naturally focus on is not automatically the same as colleagues. We each have a unique strengths profile which includes our propensity to focus on detail and our ability to see strategic horizons. What may seem obvious to one person may be obscure to another. Cognitive diversity is prized as contributing to better thinking and decision making. Creating an environment in which different perspectives are honestly shared is an essential foundation to effective governance by boards.

It takes effort to hold now, soon and the future in mind. When times are tough, the frequent response is to focus on survival now. The business challenges of the past five years have provided stories of organisations managing crises effectively but failing to think beyond the immediate situation.

We are also aware of imaginative businesses that made tough decisions about activities they needed to modify or stop and others they needed to invest in and launch. Courage, curiosity and creative thinking characterised the successful navigators. Importantly, the leaders in these businesses demonstrated an interest in and empathy with their internal and external stakeholders, engaging in continuous conversations and providing a strong sense of purpose and direction.

Wise boards are able to shift their focus according to priorities. Increasingly they consider immediate matters requiring their decision making and strategic issues for reflection and discussion at each board meeting. The practice of separating strategic thinking and planning to an annual or six-monthly event can prevent the entrepreneurial and opportunistic leadership required in volatile times.

Where trust exists between the board, the business and it’s stakeholders, it lays the foundation for empowered operators to make responsive decisions to adapt and meet the requirements of their markets. Tracking performance, recognising contributions and celebrating adaptability are important board activities, which create focus and sustain momentum in their businesses. They require the visible and inspirational involvement of directors with genuine curiosity and a desire to listen and learn.

Returning to the picture above, what did you see? The following situational questions provide food for thought about focus:

Now – presenting situation.

Q: What is the tide state and when will it turn?

Q: What time of day is it and where is the sun positioned?

Q: What is the air pressure and visibility level?

Soon – emerging themes.

Q: How soon will the light change – sunset time?

Q: What is the wind direction and speed?

Q: What weather fronts are expected, when and what severity?

Later- alternative developments.

Q: What are the levels of erosion impacting the coastline and how will global warming impact the communities living on the coast of Western Ireland?

Q: How will the local seafaring industries – fishing and tourist excursions – be impacted by changes to the sea and weather conditions?

Q: How can the community of Dingle Peninsula adapt to changes in their natural environment?