CONVERSATIONS WITH JAMES H. GILMORE
BY MAE MAÑACAP- JOHNSON
We look at the world using different lenses. Some of us see things with rose-colored glasses; others tend to rely more on a magnifying glass to focus on the little details. However we view the world, one thing is certain: the best leaders are those who are most perceptive of the
world around them.
James H. Gilmore, who co-authored the best-selling book The
Experience Economy with B. Joseph Pine II, explored in his latest work, Look: A Practical Guide for Improving Your Observational Skills, the power of intentionally viewing the world with fresh eyes. In this Conversations, the co-founder of Ohio-based Strategic Horizons LLP offers insightful ways to become a more observant leader.
PULSE: How does improving one’ s observational skills help to develop better leadership abilities? Gilmore: All decision-making involved in leadership is best based on making observations— of customer behavior, of employee performance, of marketplace dynamics, even of broader cultural trends. All actions are based on thoughts, whether such activity involves motivating staff, designing or redesigning workspaces, or marketing to clients. What thinking should drive decisionmaking and action-taking— pre-existing ideas in one’ s mind, or insights gained by looking anew at what is actually happening outside oneself? Leaders need to be keen observers of everyday realities.
Gilmore’ s new book is available on amazon. com.
P: What are some of the factors that may distract us from truly observing the world around us? G: The urgent versus the truly important— as Stephen Covey once reminded us. Covey’ s The 7 Habits of Highly Effective People was written over 35 years ago. Think of the devices that didn’ t exist back in the late 80s, but that we have today, ones that now literally bombard people with the urgent— emails, text messages, apps on smart phones, social media, and so forth. Little of this distracting, time-consuming, urgent activity ever really pushes one’ s business ahead. My advice: Commit to getting away from all screens for a portion of every day, or at least sometime every week, and spend that time looking at one’ s business operations. Go look without some physical device on hand, in-hand, and just observe.
P: Observing is often the first step in igniting new ideas. What tips can you share about helping spark creativity? G: A huge first step is to simply be aware of the need to look. Also, realizing that observation is a learnable skill, one that can be improved upon with practice. That’ s critical.
P: In your book, you talked about the Six Looking Glasses. What are these and what does each of the glasses do? G: The Six Looking Glasses are a metaphorical set of lenses to“ wear” to help anyone see the world anew. If one is familiar with Edward de Bono’ s Six Thinking Hats, well, the tool is modeled after that thinking method.( For anyone unfamiliar, I’ d encourage you to go online and search“ Six Hats.”) The six lenses are binoculars, bifocals, magnifying glass, microscope, rose-colored glasses, and blindfolds. Each represents a specific looking skill— surveying and scanning, comparing and contrasting, pinpointing significance, studying details, seeing potential, and recalling what and how one has seen.
P: Are there habits one may develop to help become more attentive and observational? G: In the book, I present a simple model: Stop. Look. Listen.
26 PULSE ■ March / April 2017