Culture

Leading change? Working with digital or business transformation? Then you’re probably great at focusing on what to do, when, how and why.

And focus is great. We all know that.

But at times, focus can lead to tunnel vision, that state of mind when we are so focused that we lose sight of the bigger picture, or what is happening around us and how people are responding to the change.

So, to balance your great focus, develop your peripheral vision too. Peripheral vision is taking in information outside of our immediate focus. It’s widening our view to be able to notice what happens around us. And that’s not metaphorically, it’s a question of practicing having a wider visual field.

Some of the greatest speakers, facilitators and trainers have great peripheral vision; they have the whole room within their view field, so they can notice shifts in people, recognising when people react to something, noticing disengagement or excitement.

So whenever you are in a project meeting for example, consciously notice and use your whole visual field (rather than just looking at the person you are talking to for example) – and notice how much more you become aware of.

Want to know more about peripheral vision for change? Get in touch – we’re happy to talk.

The pace of change is so great, there is always something else going on. What that says to me is that you have to have strategic vision and peripheral vision. Strategic vision is the ability to look ahead and peripheral vision is the ability to look around, and both are important.
Carly Fiorina

Boomerang change is the kind of change that goes forwards and backwards, hesitating and never really transforming anything
Elisabet Vinberg Hearn

Everyone talks about transformation, but is it really transformation they are doing? Could it be that it’s “just” change?

Don’t get me wrong, change is sometimes enough, but the problem is that change often isn’t enough, or the efforts put into change are not impactful enough and therefore don’t really change anything other than what’s on the surface. People fall back into old habits – as habits die hard – we all know that.

Transformation, real transformation, is a marked, significant change, where the change is so thorough, so disruptive, so – well, yes, transforming – that it can’t go back to what it once was. A bit like how a butterfly can’t transform back into a caterpillar.

Real transformation requires more than a well managed project (to change processes, digital tools, organisational structure etc) – it requires a transformation of mindset, habits and culture. And that transformation must be led from the top, where leaders themselves transform how they lead the organisation, how they behave, what they prioritise, what actions and behaviours they ignite in others. Without it, it’s unlikely that transformation will happen.

Progress is impossible without change, and those who cannot change their minds cannot change anything
George Bernard Shaw

So, if you are serious about business/digital transformation, take a moment to reflect on how you can bring all the pieces of real transformation together – the WHY, the WHAT and the HOW, keeping in mind that real transformation is more about people than processes and tools. It’s about connecting with people, with their hearts and minds.