June 29, 2023 | By David M. Wagner

At times, we’ve all lost sight of the big picture.

We get so caught up in our mission, the onslaught of daily demands, or the pressure of a major challenge, that all we can perceive is what’s directly in front of us.

Concentrating on the nearest “tree” is important in times of stress or crisis. But that narrow focus can come at the cost of our peripheral vision – and we miss the forest.

Opportunities Missed

When we’re too close to problems or too wrapped up in immediate concerns, we lose some of our attention to strategic thinking:

• We misinterpret problems – and options. Say a team member has been speaking disrespectfully to their peers. We might conclude that they aren’t a good fit for the team and need to be let go. But is that really the problem? Or your only solution? Maybe there is a source of workplace stress that, removed, would improve civility.

• We overlook important information. In our enthusiasm to discuss a new initiative, did we miss the looks of confusion and skepticism from our team? While poring over positive program results, did we neglect data that suggests our client preferences may be changing?

• Our communications don’t resonate with outside stakeholders. ·        We talk about our mission energetically and in detail: “We provide trauma-informed stress interventions and comprehensive wrap-around services!” But does that message land with our intended audiences? (I’ll admit, I struggle with this one!)

In essence, tunnel vision causes us to miss opportunities to have greater impact for our mission.

Restoring Big-Picture Vision

So how can we ensure we take a step back and think strategically again?

• Recognize myopia. We tend not to “see the forest” when we’re stressed, excited, or distracted. When you recognize that you’re feeling any of these emotions, especially about big decisions, check your viewpoint. What does the big picture look like?

• Get an outsider’s opinion. Running your thinking by someone who is not close to the problem is a great way to gain a new perspective. Someone who doesn’t know your team or your operations can provide an objective read on that disrespectful staffer or mixed program data. Invite a neutral party to observe the meeting where you roll-out that initiative so they can tell you how the team really reacted.

• Return to “why.” Develop the habit of asking, “why is this important?” Remembering our purpose can help put those “trees” in perspective. And focusing on purpose improves our communications. Maybe that explanation of our mission should focus on impact, not techniques: “We give kids with behavioral issues someone to talk to, so they can get the help they need.”

Don’t let “trees” obscure your view of the big picture. Notice emotions that may cause you to overlook important details, get an outsider’s take on important decisions, and root your choices and messages in your “why.” Need an objective take on your situation? Schedule a free consultation today!