One of the best icebreakers I learned from a colleague involved having everyone in a leadership position at a meeting stand up, close their eyes and ask them to point North. While holding their position, have everyone open their eyes and watch the reaction when they notice not everyone is pointing in the same direction. Then have everyone except the most senior person in the room lower their hands. During that uncomfortable moment, ask the senior leader if they’re confident in leading their team North and see what they say. Then ask everyone else in the room whether or not that senior leader is pointing in the correct position and if anyone is willing to challenge them with their direction.
This exercise is designed to illustrate how even the simplest of directions can be interpreted differently and assumptions can go unchallenged. Many leaders truly believe their strategies, processes and directions are clearly communicated, yet many organizations struggle to achieve their desired outcomes effectively and efficiently.
In an earlier Back of the Napkin, I introduced Peter Senge’s The Fifth Discipline and discussed how Systems Thinking connects the disciplines of a Learning Organization. Two of those disciplines (Mental Models and Shared Vision) are particularly relevant to the Pointing North exercise. Mental Models influence how we interpret the world around us, while Shared Vision helps establish a common understanding of where we’re trying to go. The challenge for leaders is recognizing that communicating a direction doesn’t necessarily mean everyone understands it the same way.
Imagine a CEO announcing that the organization’s strategic priority is to improve customer experience. Sounds simple enough, right? But the CFO may interpret that as reducing costs to keep prices competitive, while the COO focuses on improving delivery times. Meanwhile, the CIO is investing in new technology, and HR is developing employee training programs. Each executive believes they’re supporting the CEO’s vision, but are they actually working toward the same outcome? Without a shared understanding of what success looks like, each department may be heading in a different direction while believing they’re all pointing North.
Organizations don’t remain static. People come and go, responsibilities change, and new experiences influence how employees understand the organization. Yet leaders sometimes operate under the assumption that everyone still shares the same understanding of how things work and where they’re going.
One simple way to test this is to ask your leadership team to independently write down the organization’s primary objective, what success looks like, and how their respective departments contribute. Then compare their answers. If everyone has a different interpretation, you may have uncovered a problem worth addressing before spending another dollar or assigning another task.
Ironically, this is where the idea for Back of the Napkin originated. The original concept was to sit around a table with a couple of colleagues, have a drink, and discuss real organizational problems while sketching our thoughts on a bar napkin. The purpose wasn’t necessarily to agree with one another, but to challenge our individual assumptions, understand each other’s perspectives, and work toward a shared understanding of the problem and what success might look like. Different Mental Models coming together to develop a Shared Vision. Sometimes the most productive conversations don’t require another PowerPoint presentation or meeting agenda. Just a napkin, a pen, and a willingness to question what we think we know.
Just because everyone is pointing north doesn’t mean they’re heading toward the same destination. And just because everyone agrees with the leader doesn’t mean the leader is pointing in the right direction. Before assuming your organization shares your vision, find out whether your people actually understand it and whether they’re comfortable telling you when they think you’re headed the wrong way.
Truth Improves Performance.
