Focus: Getting Things Done Often Means Knowing What Not to Do
Friday, May 1st, 2009
In my last column I talked about guerrilla warfare — how to create change when you are not in charge. This month I want to flip it around. What do you do when you are in charge? You have a vision — there is so much you want to get done. How can you get everyone on board? How do you get all these people to move from here to there? How do you get it all done? It’s simple — you don’t. So much is possible when you realize you can’t do it all.
One of my favorite quotes, usually attributed to the Archbishop Oscar Romero, is: “We cannot do everything, and there is a sense of liberation in realizing that. This enables us to do something, and to do it very well.”
Put another way, it’s not important that we do everything well but that we do the really important things really well. What are those vital few things that, if done extremely well, will fundamentally transform your culture?
Buckminster Fuller, the late inventor/futurist/leadership sage, introduced the trimtab as a metaphor for creating change (so much so that “Call me Trimtab” is on his tombstone).
“A trimtab is a nautical device that acts as a small rudder used to turn the larger rudder of giant ships, offering tremendous leverage in terms of steering and changing the direction of the ship. Fuller, drawing upon his naval experience, saw the trimtab as a powerful metaphor for effective individual leadership: small and strategically placed interventions can cause large-scale and profound change.” (Leadership By Design: How One Individual Can Change the World. The Leadership Principles of Buckminster Fuller. Medard Gabel and Jim Walker, 2006).
The metaphor works as follows. Imagine your organization/department/bureau/section is a ship. You are the captain. As the captain, you realize that the ship is going the wrong direction. How do you get a large ship with a lot of momentum to stop, turn on a dime and (more…)
