Behavioural blindspots that impact growth
SimonLeaders are the source of energy and inspiration that provide the creative vision of what is possible. The leader is the role model for the team that inspires the team to show up as their best version. Leaders can amplify or inhibit the quality of performance and outcome.
A leaders (unconscious) blindspots and behavioural limitations have significant potential to to amplify or inhibit performance and growth. A leaders knowledge and growth capability is limited to what they have experienced or their openness to personal growth. Recognising this limitation is essential for all progress.
A recent case study we came across with a technology company, provided some enlightening learning, regarding biases and blindspots.
An executive leaders behaviour was having a hidden impact on the companies performance and its growth potential.
It’s all about growth
A company can grow either organically or through acquisition (acquiring an established book of clients). Both strategic options should be carried out exceptionally and managed with operational excellence. Both scenarios have their merits, as well as complexities to navigate. Profitable growth is hard earned, so there isn’t a right or a wrong.
A case study – on the executive who missed the moment
In this case study, a company was acquired with attractive revenue streams and a good diverse book of clients. The acquisition was made knowing that it would need a strategy to integrate its technology into the business over time.
Years on from the acquisition, it came to light that the technology had not been integrated successfully, despite specific recommendations. Additionally it became evident that there had been a lack of buy-in from the Head of Systems. This meant that a short term, tactical and decisive approach had been adopted.
The first flag was raised when an issue came to light when the Head of Tech was confronted with a Developer, who had been overseeing the legacy system, and had decided to leave. His reason provided was a desire to move on to a platform and environment embracing newer tech. By splitting the tech into new and legacy had an unintended consequence that alienated the legacy tech team, and perceived it too complex to allocate resources into.
This unconscious blindspot had created a misconceived cultural divide in the tech team between perceived new and legacy systems. Despite the legacy systems providing well over a third of the revenues.
A second flag was when Advisers provided recommendations on possibilities to transform and future-proof the platform. This was resisted without openly exploring, collaborating or evaluating the solutions.
Hindsight learning – when its too late to take action
It soon became apparent that the initial tech audit findings, carried out for the acquisition, had not been acted upon. The approach to the legacy system had subliminally become passive and reactive in its methodology. This was evidenced with code not being backed up, a lack of transparency on bugs and awareness of risks etc.
Additionally the head had failed to understand the legacy system and provide a road map and integrated and uniting plan. This meant no active plan to realise synergies, modernise and future proof the technology.
This also had a hidden implication that future potential strategic acquisitions for growth would be effected. Unless there was a clear competency to integrate new technology, the company would only have a limiting option of organic growth.
Mission critical – set the team up to win
In the world of early stage companies, it’s mission critical to set the company up to win. This requires investing hard-earned investor funds wisely and by having leaders that build trust that they can execute the strategy outstanding well. To do this means that leaders need to be open to growth, fresh perspectives and feedback.
It is concerning how many incumbent leaders have blindspots that have a detrimental (and value destroying) impact on the success of the company.
These behaviours are often hidden and only come to light over time. Often when it’s too late to do anything about it.
Hindsight learning often arises after a failed execution and when the leaders look back with hindsight wisdom and say that if only they’d applied themselves in a certain way to the problem the outcome could have been different.
There are some clues and themes that can help in real time help deliver the best versions of ourselves and outcomes for the company and team.
Real time quality decisions
By surrounding ourselves with the right mentors (that can stretch us), vision, uplifting energy, tools and calibre of leadership talent, to help stay open to what’s possible rather than allow our blindspots and biases sabotage our and others success.
The more important matter is how Kurt as the accountable leader in this example, influences fellow stakeholders, to take informed and value enhancing decisions that raise the bar and deliver sustained performance and outcomes.
Key Takeaways –
- Harmonious Strategic and Operational execution – provide a clear high-level vision and purpose for the mission. This is different to operational delivery which is more about executing the plan on a short-term basis, and requires constant energy renewal and recalibration to the vision, milestones and budgeted deliverables.
- Open for growth – complement and challenge your own knowledge, beliefs and perspective from trusted advisers. Invite feedback to be your best version and utilise this source make the best informed decisions that deliver the most optimal outcome. Watch out for the personal narrative that has the potential to deflect from our fear driven blindspots.
- Transparent process – demonstrating a robust and sound process. Utilising data to get buy-in and provide clear direction. It helps to build confidence and demonstrate consistency if the process complements and ties into the overarching plan.
- Surround yourself with trusted experts and advisers – implement the recommendations, and if you reject the advise, provide an alternative and decisive rationale, that stakeholders can get behind, support and trust.
- Companies (and leaders) go through different phases of growth – skills and styles of leadership are more relevant for specific stages of transformation. Knowing and acting on this will help to accelerate.
- Trust is the bedrock – to build sustained value, inspire and retain the best ideas, and make talent feel valued (and honoured) requires an open leadership style committed to a personal, collaborative and ‘inter-dependent’ growth philosophy.
- Creative thinking – in this case a massive growth opportunity was staring the company in the fact to master and integrate new acquisitions and grow and complement their revenues, on the basis that the technology could be mastered and integrated successfully.
- Good habits – growth can only work its magic when we are prepared to be open, aware and vulnerable. Recognising our blindspots and biases is an enormous strength that can breakthrough limiting patterns and behaviours – that impact others as well as ourselves.
- The little big things – how we are with the little things are clues to how we do the big things. If there is a lack of urgency, ability to execute and a will (or attitude) to take action, these are behavioural qualities need to be understood as they can impact performance and team growth.
- Be action orientated – and do what you say you will and on time.
Based on case study.
