Are You Seeing the Forest through the Trees?

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Probably one of my favourite things about growing up in Canada was summer camp: one full month of outdoor activities and getting close to nature. The highlight of the adventure was the canoe expedition. The camp’s duration was dictated by the age of the participants: 2 days and 1 night for the 6-year-olds and up to 20 days for the 16-year-olds. First, we were put into pairs, then we were off: paddling in the different lakes, setting up camp – the next day, more paddling. The slowly changing landscape in various shades of green, mixed with the peace and tranquillity of the lake and the steady rhythm of the paddling, was sometimes hypnotic and provided many daydreams. But it was not all fun and games. The “portage” – from the French word porter meaning to carry – was a nightmare: we had to carry not only all our gear and backpacks, but also the stupid canoe. The woods were infested with mosquitos, and with the canoe on your shoulders you couldn’t even swat them away. It was enough to drive you mad – and a real test of character. But we went through it – and by the third day of not washing with soap the mosquitos had stopped bothering us.

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The trail was often poorly marked, but after making a few unnecessary detours in the mosquito-infested woods I learnt very quickly how to read a map and use a compass, always looking for the shortest possible way through the woods or the best way to pick up the supposed trail. The interesting thing about a map is that it provides a “bird’s eye” view of the terrain, giving you information about what lies ahead of you – things that you may not be able to see at that moment in time. It gave us a view of the forest. Although we may not have been able to see the other lake, we started our portage, confident that it lay about 800 m to the west, just beyond the hill. We took our bearings with the compass, picked a point in the distance and started walking. Once we had reached that point, we repeated the process until we had reached our destination – the other lake. It’s easy to see the parallels to classic management theory:

1)    Vision:            Reaching our camp site safe and sound

2)    Mission:          Getting there one hour before nightfall

3)    Milestones:

  1. Paddle across the lake to where the trail starts
  2. Portage through the mosquito-infested wood
  3. Paddle to camp site
  4. Set up camp

But, as you can imagine, management theory often differs from reality. So, what is the problem? The bloody canoe! You see, when you walk around wearing a canoe as a hat, you can’t see more than two metres in front of you. It makes it kind of hard to get your bearings and pick a point in the distance. In reality, as 12-year-olds, my partner and I were victims of our own size and youth. Only one person should carry the canoe; that way, you can tip it back and see where you are going. The two-man approach is just not a good option in the woods, but it seemed like our only option at the time – neither of us had the strength to carry the canoe alone. Needless to say, we struggled; we just could not see the forest through the trees. Although we had a map and we knew there was a lake a short walk away, our struggles with the canoe demanded all our attention and drained our energy.

So often in business, we see a similar picture. We all have some kind of canoe to deal with, something that impedes us from seeing the bigger picture by sucking up all of our attention, and, because we get distracted, we lose sight of the objective and the task at hand. In our example, the problem was obvious: the canoe. Although it took us a few frustrating trials, we did figure out a way to make the task easier for ourselves, in the end.

In a business situation, becoming aware of the issues and forces that are obstructing your view of the forest should be your top priority – only then can you deal with them. (That is, of course, if you have already defined where you want to go and what your objectives are.) In most companies, the real boss – the CEO – sits just too far from where the value is created. As commander in chief of the organisation, his role is – like it or not – to give purpose to the jobs of the employees. Failure to do so results in an uncommitted workforce – people just putting in their time for their pay cheque, without much concern for waste, quality or efficiency. Sure, you can invest in quality systems, define standards and measure against them – in an attempt to maintain a high standard of work – but if you can’t get your people committed to their work, you will never make it to the top. You give purpose to people’s jobs by, first of all, sharing a set of values and mores; after all, knowing what to expect from each other gives everyone a sense of security. Therefore, describe the conditions under which the company is operating; talk about the competitive landscape, the strategy and how everyone plays their part in its execution, but, more importantly, break down the task into small enough chunks so that progress can be measured. After all, it is in the day-to-day activities along the value chain where the vision gets realised. If you are not aware of what is obstructing you, then you have little chance of success.

Francis Lambert – Zabok, 18 August 2013

Taking Control Of Your Own Destiny

Being an only child, like everything else in life, has both positive and negative aspects, the importance of which often depends on how you look at things. I have never longed for a sibling, nor have I spent much time thinking about what life would have been like had I had one. My parents never forced me to leave home and attend boarding school; they just presented the facts (well, I suppose I may have been given some hints) and I simply opted for, what seemed to me, the most adventurous option. So, in the winter of 1973, when I was just 9 years old, my mother raised the topic of my schooling one night over dinner. I later discovered that, at that time, the provincial government had been experimenting with new teaching methods, and she did not want me to be part of their experiment. In any case, she asked me if I would be willing to go to school in Switzerland; she had done her research and learned that they had the best boarding schools in the world. My mother explained that, as Switzerland was on the other side of the world from Canada (where we lived), it would only be possible for me to see my parents every three months. She then went on to explain that there would be lots of other kids there – and I could ski every day. Well, skiing every day, are you kidding me? It was an easy sale. Not only was I already skiing at the time, I knew where Switzerland was: I had seen some World Cup downhill races on TV, and those skiers were my heroes. Not seeing my parents for three months did not seem like such a bad thing – after all, I was already at camp for a month during the summer. The next autumn I would be off to boarding school – in Switzerland!

I have to say, my birthplace, Shawinigan, is not particularly nice. It’s an industrial town. Its location on the St-Maurice River made it an ideal place for electricity generation and a paper mill. It went on to attract other electricity-hungry industries, most of which stank!  Organised labour and the political climate, as well as a bunch of other factors, finally choked profits and investment. The town then went through a long recession before emerging as the gateway to the Parc National de la Mauricie – 536 km2 of protected wilderness. With its 155 lakes, it is a paradise for anyone who loves canoeing – and mosquitos! To ensure you sleep well at night, in your flimsy tent, you are given strict instructions by the forest ranger as you enter the park: under no circumstances should you keep food in your tent. Doing so would attract the bears, which is not too good for the park’s health and safety reputation. So much for midnight snacks! You are also told that, at night, you should hoist a backpack containing all your food 4 m high into a tree – at least 50 m from your campsite. Now that’s what I call adventure: uncomfortable in a tent and in danger of being eaten by a bear. The Europeans love it; they come in their droves, and the town’s prosperity has now been guaranteed. However, back in the days when I was a 9-year-old, the prospect of going to school there was not all that appealing. Switzerland – and skiing – was much more attractive.

Finally, the day came when I was ready to go off to school. It had been a long time since that dinner conversation the previous winter. My anticipation was prolonged due to the fact that in Switzerland school didn’t start until the 1st of October. During the summer, my restlessness had been tamed by being around all the other kids at camp. In September, once they’d all gone back to school following Labour Day, my excitement grew stronger. You can imagine my delight the day we finally made it to school. Up in the Swiss mountains, at an altitude of 1500 m, there was already 40 cm of snow. Well be skiing soon I thought. Well, I thought wrong; this was just a freak snowstorm and, as it turned out, “skiing every day” was only for the winter months, between Christmas and Easter. So, after all this anticipation, you can imagine my deception; I cried that night, alone in my bed. The room was so dark I could not see my hand 5 cm in front of my face. Back at home we’d always had the city lights reflecting inside my room, so I’d never experienced such darkness. I would just have to be more patient. I reasoned that, if I’d been able to wait eight months to get here, I could wait another three before finally skiing in the Alps.

The next day we were woken up by the noise of the shutters being raised. The sun’s rays flooded the room, and we were told to get ready for breakfast. When I arrived at breakfast and saw the panoramic view from the corner window, I witnessed, for the first time, the majesty of the Alps. Besides, there was a cute Italian girl that kept looking at me, so I knew I had made the right decision in coming to Switzerland. At that time, I spoke only Canadian French, so I said, “Bonjour.” She answered, “Buongiorno, mi chiamo Marina. Tu, come ti chiami?” Needless to say, I had soon forgotten all about skiing as I was busy learning Italian; even though I had just learned a hard lesson about patience, my encounter with Marina had taught me even more, as it had opened my eyes to another culture.

As it turned out, I learned that patience is good for your character: it makes you appreciate things more; it spices things up: it raises the expectations. Naturally, of course, there may be some disappointments along the way, but that is all part of our learning experience: we calibrate our ambitions with reality and potential, in order to find a way to reach our goal. It took me a while to understand that, but finally it sank in. This is what is meant by taking control of your own destiny. Sure, you can say that I was perhaps one in a million (Canadians) who was offered the opportunity to attend school in Switzerland. I can’t help that; I can only say that I seized the opportunity.

 

Francis Lambert – Zabok, 4 August 2013