This post is a follow on from the Crosswind Compromise. In that post, I was inspired by a video of Viktor Frankl discussing the impact of crosswinds on our lives. I drew parallels with an organisational context.

My followup question is what does a pilot do to ensure he gets to the destination?

The pilot does at least these three things:

1. Finds a map of the terrain he is flying over.
2. Gets the latest meteorological (weather) information.
3. Creates his flight plan.

Continue reading “Navigating the Crosswind Compromise” →

Its not what the vision is. It’s what the vision does.

If you are flying a plane destination A to destination B, where do you think the pilot points the plane? Do they aim directly at their destination B?

No. Any cross wind will push the plane off course. It will end up somewhere else. Any headwind will slow him down and require more fuel. Any tail wind will push him along quicker and require less fuel.

There are many crosswinds in life and work. Our moods, office politics and ability to name a few.

So when we do set a goal, why do we aim for the destination and expect to get there?

By the time these crosswinds have buffeted any particular initiative, the outcome is at best misleading and at worst disappointing.

What crosswinds are blowing in your organisation and which way are they blowing?

Aim high. Push the boundaries. Expect better.

The inspiration for this metaphor comes from this post on Brain Pickings, and in particular the video of Viktor Frankl.

The example of pilot navigation is close to my own heart. Thinking of the crosswind metaphor, being able to identify it, and to call it out is important and necessary. It all boils down to one word.

Context.

Context is everything.

What is the purpose of documentation? It has a bad rap. People avoid it. Think of it as bureaucratic. Red tape. Just bad. A waste of time. Avoid it at all costs.

Yet it does have a purpose. I believe it does.

You have to get what is in your head out. In words if that works for you, or pictures, or any other means. You have to get it out of your head, externalise it, so that you can truly understand what you think.

And secondly so that you can better explain it to other people.

If you are not doing these things then how do you know you are building the right thing? Or solving the right problem?

I can hear someone answering ‘prototyping’ to that question.

And it part they are correct. But there is value before you start the prototype. Before you expend effort.

In some disciplines they use wire frames and outline sketches. And I think that counts as documentation to me. But in the corporate worlds I have worked that rarely happens. Because it’s a ‘waste of time’.

Kind of like the waste of time building something no one wants or uses is …

My point is that documentation, in whatever form, suits the situation and your own mental models, adds value.

And we do not work in isolation. We all work in a team of some sort. And the team needs to share and learn from each other.

So get it out. Get it on paper or a wall of wherever. Just get it out of your head.