ARE YOU MAKING SENSE?
According to The Institute for the Future, the top skill required for 2020 is Sense-Making. This is defined as the ability to determine the deeper meaning or significance of what is being expressed.
In Lynne Cazaly’s words, it’s about your thinking, connections, visualising stuff, communicating that and being able to act on it and iterate it where needed.
Too easy! Or is it?
Leaders can choose to add value by doing three things: uncomplicate matters, enable decisions to be made and help make sense of complex issues. In my world, my common client issue is distilling information to communicate to others for decisions to be made. So, it would make sense to build the capability of ‘sense making’ as it’s the entrée to decision making.
Thankfully there is a book to help managers and leaders. And when a book immediately captures your attention, you hope the author keeps flexing this style. I wasn’t disappointed and read it within 3 days. Lynne’s humour made it enjoyable and she knowingly helped us retain the information. My daughter picked up the book wanting to know why I was laughing and asked immediately “why has this book got WTF in it?” Thanks Lynne!
Lynne presents in ‘Making Sense - A Handbook for the Future of Work’ her reasoning and a collection of other ‘Thought Leaders’ of the same subject, why we need to help our people make sense, how to go about it and offer, on a platter, tools to kick-start the sense-making in your leadership capacity.
It’s a leader’s manual which should become dog-eared quickly given the number of gems included. It’s spiced up with some fair dinkum language which we all need given the amount of procrastination and inaction in this territory (that is, in Australia and the field of sense making).
Anyhow, back to the action held within the rows of text and to my delight, the pages of visuals. Yes, my inner desire of ‘please just draw a diagram of what you mean’ has been fulfilled and I get it.
Lynne creates, immediate context for the need to make sense by introducing the cute Aussie sounding acronym VUCA. It’s because of VUCA that we are in a state of panic and feeling overwhelmed.
Volatility – the unknown in an ever changing environment, in particular in organisational systems & structures
Uncertainty – when you freeze or feel you’re in a holding pattern … struck with a personal unknown feeling
Complexity – in the middle of change humans intervene and add their interpretation creating layers of information
Ambiguity – where more questions are asked to answer questions and everything is clouded
And here are some simple yet powerful points:
DON’T do these things …
Use PowerPoint – we know they are not appreciated and people make them too complex and when people ask for a copy (this means they didn’t get it)
Use bullet points – it’s an excuse for leaving out the detail which is need to make sense of what you’re communicating
Remain quiet – there is so much going on that you need to be the toddler and ask “why?” to make sense
And more importantly start doing these things …
Create a new habit– realise that making sense is a capability and a behaviour … so it has potential to become a habit
Evolve – leaders need to keep learning, changing, and taking on different experimental roles
Set standards – don’t allow clichés or wafflers in your meetings
Educate – this is learnable, teach it in schools and develop it with adults
Dots – join the dots for your team and others
Map it – like google maps, draw a route to help people find their way
Move it on – stop the folks who are stuck in the past, help them resolve their issue to enable movement
Use templates – help make it easier to make sense by drawing templates which visually make sense
Share techniques – there are 21 to experiment with, practise and share in your team
Meaningful meetings – make your gatherings and meeting meaningful and purposeful
The crux of the book is a great model: Think, Map, Act – it simplifies what we should be doing to make sense of what’s going on. Thinking encourages visualising, mapping is creating our version of what we think and acting is practising our thought out version. And this is cyclical, it doesn’t stop with one attempt!
I work with teams who are experiencing conflict which is when individuals’ values are being challenged by other people’s behaviour about an issue. In Making Sense, Lynne identifies when we are aiming to make sense, we need to make sense of the wider world (it = market, industry), the outer world (others - organisation, team), and the inner world (you – your mind)
This is another great model, this time helping leaders to depersonalise conflict; using a new language to work through and make sense of what’s going on. Leaders who demonstrate leadership will guide people to minimise their feeling of conflict by making sense of what’s going on. They’ll use this handbook with its: 40 thought starters, 10 thinking tools, 32 templates and 21 techniques for making sense.
Enjoy exploring stuff, thinking about it, talking about it, mapping it and then definitely acting on it.
Don't let this linger any longer. Act on it and get help if you require guidance. Connect now.
I’m endeavouring to read 52 Business/Professional/Personal Development books in 52 weeks. Yep, that’s one a week. As I read each book, I’ll share my thoughts, learning and recommendations. If there is a book that you’ve been meaning to read, let me know and I’ll read it for us!