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