Free Article By Paul Glen of C2
Consulting
Every month we add to this collection of articles from the free monthly
newsletter IT Professionalism.
You are also free to print these articles in your newsletter or magazine if
you follow our Reprint Policy.
To subscribe to it, click here.
Lenses on Leadership
(This article originally appeared in
Computerworld USA.)
Before the days of Photoshop, it was common to
say that photographs don't lie. But even way back when, during the dark ages of
chemical film, photographers used different lenses and filters to change colors,
highlight some details over others and bring some subjects into sharp focus
while blurring others. Pictures lie and tell the truth all at once. Managers use
mental lenses and filters for many of the same reasons. They look at the world
through them to color facts, highlight some more than others and bring some
subjects into sharp focus while blurring others. A manager's picture of reality
lies and tells the truth all at once too.
In fact, most of us learn to use one filter
quite well; we call it our point of view. After first joining the workforce, we
typically try out a few viewpoints, figuring out which ones bring useful
insights, praise and career rewards. Eventually, we settle on the one that seems
to work best and start to use it almost exclusively. Before long, we forget that
there ever were other perspectives at all.
This isn't such a bad thing. Filters help us
make sense of the complexity of daily life. They simplify the confusion and help
us to make meaning of the disparate facts and feelings that relentlessly assault
us.
But as our responsibilities expand and we
change jobs and take on supervisory, managerial and leadership roles, it becomes
easy to keep using the same old perspectives that have served us so well in the
past. Unless we examine the lessons we learned as junior programmers, we
continue to apply them to the responsibilities now confronting us as CIOs. That
doesn't always work so well.
I've noticed that for IT managers, there are a
few lenses that tend to be common.
The accountant's green eyeshade: Through the
green shade, every question looks like a budget issue. Schedule problems are
primarily viewed as budget problems. Quality is seen only dimly, and human
resource concerns are barely visible at all.
The conductor's watch: Through the conductor's
lens, every issue looks like a schedule challenge. For the conductor, time is a
constant, urgent threat. If we're ahead of or just on schedule, we're OK, but
anything that comes up can knock us off the precious and unforgiving timetable.
The mogul's ambition: For the Trump in
training, all things look like confirmation of, or threats to, the manager's
power and span of control. Every event and fact is inspected for its effect on
the authority and personal success of the mogul. Through this lens, human
relationships are highlighted, since power is exercised only on others, and
people are separated into opposing camps of friends and enemies. Budgets are
symbols of power, and schedules are weapons to wield.
The aesthete's frame: For the aesthete,
everything either enhances or detracts from the elegance of the world.
Technology is a beautiful thing. Building beautiful things is the highest good
to which one can aspire. Time and money are petty concerns that pale in
comparison to the advancement of human expression. IT people are the artists who
give birth to the creative work.
The hero's journey: From the hero's
perspective, everything seems like part of a courageous narrative starring the
manager as Odysseus. The arc of the narrative guides the interpretation of the
facts. The clash between good and evil is ultimately resolved through a
climactic conclusion. Supporting characters populate projects, and events either
serve as twists and turns in the story or are disregarded as part of another
narrative.
The samurai's quest: In this view, everything
looks like part of a grand battle strategy, and the opportunity to serve is the
great honor of the staff. The manager is the loyal samurai, faithfully serving
his master.
Managers are most effective when they:
1. Know which lenses come naturally to them.
2. Can recognize when others are looking
through different lenses.
3. Can adopt whichever lens is most informative
and useful at a given moment. Leaders with flexible perspectives are able to
adjust to reality rather than trying to adjust reality themselves.
The manager or photographer who is willing to
use only one lens filters out the complexity of reality and limits his
effectiveness.
