Focus, focus, Fcous. CDPB programme manager Zachary Hutchinson asks the question, “how do I minimise the risk of leading myself and others in the wrong direction?
Did you watch the Olympics this year?
As the nations descended on Paris, many of us in our offices and at home took up the mantle of an expert in lesser known sports: the 10m synchronized diving, mountain biking, and fencing to name a few. Another example is shooting. Who knew you could be so invested in a sport you watch once every four years? Part of becoming an expert for the month involves researching likely gold medal winners, up and
coming talents, and some of the sport’s historic moments.
Perhaps the most infamous moment in Olympic shooting came in Athens in 2004, when twenty-three year old American Matthew Emmons made worldwide news with his performance in the men’s 50m rifle three-position final. Having already won gold in another category two days earlier, Emmons’ momentum carried on as he established a significant lead over his nearest opponent. As his final shot approached, he focused in on his target, going through the motions like he had done throughout the Olympics and the countless hours of training before that. Emmons fired his rifle. He looked up at the target to see his shot had secured him another gold.
But then he looked up at the scoreboard: ‘Emmons – 0’. He shot at his opponent’s target. Matthew Emmons would go on to finish eighth and travel back to Browns Mills, New Jersey, with only one gold medal around his neck. The Independent in the UK reported at the time, “Matthew Emmons is a trained accountant, but he got his numbers terribly wrong yesterday.” How could an expert in focusing on precise details make such a monumental error?
Leaders can become so intently focused on professional – and personal – targets that they hit the incorrect one. Out of an admirable desire to lead with strength and health, to achieve success, and gain influence, leaders can lead themselves and others to the wrong destination (or target); both metaphorically, and in some cases, literally.
The question, however, is not “how do I know what the right direction is?” Rather, we must ask of ourselves, “how do I minimise the risk of leading myself and others in the wrong direction?”
There is no correct answer. However, here are two malleable suggestions that have immensely shaped how I lead myself and others.
Number one: Get someone to ask the hard questions.
Someone that helps us ask the right questions of ourselves is vital to ensure we lift our head above the parapet and evaluate where we are and where we are going. Whether it be a family member, close friend, or professional colleague, having someone ask the hard questions will prevent you learning the hard way. They can help you navigate your target and change direction if necessary.
Number two: Take time to reflect.
Leadership can be all consuming. To consistently maintain strong performance and lead others requires time, effort, and energy. But if you fail to take time to reflect you will be unable to steer, keeping your head down – going from one meeting to the next, or one leader’s retreat to the next – hurdling towards a target you can’t even remember is the right one. It is important to regularly carve out space to take time to reflect.
To take a moment and evaluate where you are and where you are going. To review your inner compass. Often this practice is best executed as a rhythm. It can be as simple as taking ten minutes every day and one hour every week, to pause, reflect, and assess if the target you are aiming for – or the direction you are leading in – is actually the correct one.
Regardless of whether you are a successful leader, or a struggling one, we must all ensure we minimise the risk of leading ourselves and others in the wrong direction.
It does not matter if you won a gold medal two days ago.
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Chairperson’s Remarks