There's an interesting post today in the Harvard Business Review Working Knowledge newsletter entitled "Why Don't Managers Think Deeply?"
Professor James Heskett highlights GE CEO Geoffrey Immelt's recent pronouncements that he is: looking for managers to think deeply about innovations that will ensure GE's longer-term success. He has vowed that he will protect those working on the breakthroughs from the "budget slashers" focused on short-term success. (Professor Heskett also reviews the book Marketing Metaphoria and the perspectives of the authors: Gerald and Lindsay Zaltman on why managers don't think deeply.)
As I leader, I've wrestled with this topic for years, and have worked around and with many individuals perfectly content to let their days unfold in a transactional nature, with no time to think deeply or even strategically. Days pass into months and months to years, and still these individuals prefer conquering the issue of the moment versus wondering whether they are even working on the right issues.
I look forward to learning more about what the Zaltmans have to say about this issue above and beyond what Professor Heskett highlights in his post when I read their book. For now, here are a few of my perspectives on why managers don't think deeply:
- Personal characteristics: some people are not great strategists but excellent operators and they focus on where they are most comfortable making a contribution.
- Poor leaders above them that don't create the forums and opportunities to think big. This fits with my strategy-fueled theme where in my opinion; the best leaders involve everyone in sharing insights and developing ideas for strategy. This provides ample opportunity for individuals to contribute and teaches otherwise task-oriented people that it is OK to get out of the moment once in awhile.
- Bad personal time management habits. Some managers like crossing off a bunch of lower-level, "C" priorities than focusing on one "A" priority. This can be corrected.
- Fear of being accountable for something. I worked with a sales manager that absolutely hated to work on anything beyond the deals of the month. While his focus on results created some good outcomes for us, as the business changed and evolved, his ability to contribute dropped dramatically. When it was said and done, he admitted that he was uncomfortable considering big changes when it was so hard to drive short-term results.
- Frustration with impediments to change. If Immelt is imploring his people to innovate, the GE culture better darned well be willing to turn ideas into actions or the creative flow will shut down quickly. I've observed cultures where the leader preaches change as the rest of the team nods and then proceeds to do nothing.
The bottom-line for now:
It's hard for most of us to think creatively on command. Moving from a transactional model to a state of lateral or divergent thinking requires making and taking time. As leaders, we can help improve and support Mr. Immelt's suggestion (hard to argue with the intent) by creating opportunities for the right types of discussions and by supporting the movement of ideas into actions, products and services. Try holding your leaders accountable for creating a culture of innovation and then let them loose. The results may surprise you.