Strategic Teams and Perspective
One of the great advantages of strategic teams is perspective, the ability to think about things differently, and in context. This includes the ability to attend to different points of view, alternatives, and forces of the market; as well as the ability to appreciate different arguments, backgrounds, and positions for decision making or problem solving. Perspective is something we learn to appreciate. It becomes part of our sense of reality, part of where we’ve been and where we’re headed, going forward.
So far, so good. But how do we cultivate perspective in our teams?
As part of our research for Strategic Teams and Development, we explored the everyday work to be done by teams in a variety of settings: product development, operations, finance, information systems, supply chain management, human resources, compliance systems, commercial development, and other areas. We examined the nature and value of perspective in forward planning, risk management, process development, policy management and problem solving. We looked at perspective as a special set of lenses for decision making, and here is what we believe:
- Perspective Serves to Broaden Our Attention
- Attention to events, ideas, options, forces
- Perspective Serves to Sharpen Our Understanding
- Understanding of people, positions, change
- Perspective Serves to Open Our Influence Streams
- Influence about choices, purpose, criteria
- Perspective Serves to Engage Our Conversations
- Conversations at the heart of the enterprise
- Perspective Serves to Advance Our Appreciation
- Appreciation of people, arguments, experiences
- Perspective Serves to Enhance Our Leadership
- Leadership with purpose, resolve, compassion
Perspective can be a challenge for individuals, for strategic teams, and for entire organizations. How we share different points of view, how we tackle problems, and how we approach debate. Perspective matters in how we apply the lessons of experience, and how we gather insights about the organization’s readiness for the future. Perspective matters in how we set priorities and apply resources. Perspective matters in how the leadership of an organization treats and develops their talent. It matters in how people in teams serve as agents of making strategy happen, at every level, and how they “press-on regardless” when the tensions are at their highest, and challenges tap into and across their deepest reserves.
What to Build and Score – for Perspective
Perspective is a learned competence. Some people may bring some knack to the perspective party, that “special sense” of things. But most of the perspective capacity of individuals and teams is learned from experience and reflection. Consider:
- First, the Lessons of Experience
- What perspective is gained from history, the lessons of business, politics, war, conflict, peace, society, trade, culture, the arts, technology, sports … and other endeavors?
- Second, The Lessons of Personal Insight
- What perspective is gained when we are open to influence, open to arguments, open to new learning, open to new options, curious about alternatives, and “hard looks” at challenges?
- Third, the Lessons of Reflection
- What perspective is gained from quiet reflection and the connected themes we reflect on as we assess situations, relationships, opportunities, and major choices in life?
Yes, strategic teams depend on perspective, for better or for worse, for effectiveness and for performance, for progress-making and perseverance. Perspective is a competence that derives from continuous learning and cultivation. Trust and power are vested with perspective, and that impacts the who/what/why of strategic teams in every sector.
The ideas defined above are the subject of our new fieldbook entitled Strategic Teams and Development planned for release at the end of the year. The fieldbook is designed as a resource for individuals and teams at every level of the enterprise. From every angle, Strategic Teams and Development speaks to the ideas that contribute to better, stronger, smarter, faster teams that are focused on results, and on making strategy happen, taking care of today and getting ready for tomorrow.
Daniel Wolf is the President of Dewar Sloan, a consulting group with expertise in strategy and governance. He is the author of Strategic Teams and Development — as well as Prepared and Resolved: The Strategic Agenda for Growth, Performance and Change.
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