Editor's view, Inside Track, April 2010
Being in the moment
Leaders are constantly challenged to think long term, be strategic, consider the big picture and even ‘get up on the balcony’ (Heifetz). There is a risk, however, that this broad, planning mindset may turn in to future gazing or worse, that it becomes an excuse which masks addressing what is happening, here and now.
‘Being in the moment’ is a popular theme at the moment, with sports men, agony aunts and yogis alike reminding us that to forget about now is to forget yourself – but how does this apply to leadership?
Coaching a start-up business recently, I observed how much time and energy was going in to forecasting sales plans. A useful activity! But what balance of your energy do you put in to planning for the future, and indeed analysing past performance, and how much do you spend in doing what has to be done now – well, and with your full attention. In this software company’s case, putting team energy into developing an excellent product was the priority activity now – not talking through plans. How often does strategising get in the way of being in the moment?
Take for example, an organisation introducing culture change. Senior teams of leaders invest time and energy planning the vision, values, and communications; but how do they behave in that meeting? And how do they behave when they leave the boardroom? Or take performance management. How often do we wait for an annual appraisal before giving feedback, or invest in processes, structures and systems that should improve things in the future.
The value is in being in the moment; having the conversation you need to have now, behaving like the culture you want to see – now.
Being in the moment requires a constant choice to do just that. Ask yourself, what am I putting off? How can I break my normal habitual drift through the day and notice what is really going on here, and now? You’ll certainly find out more about your organisation, and who knows you might find some inner peace too!
