Forest and trees leadership: Why we strive to see it all

Everyone has heard the idiom "can't see the forest for the trees," coined by writer John Heywood. It brings to mind the person who is unable to think in terms of the big picture, because they are mired in the details. But not many people talk about what it means to think in a balanced way. Why can't we see both the forest and the trees? Isn't that essential for leaders and anyone who wants to achieve a goal?

There are two types of people (three, if you think differently)

Lots of people fall into one bucket or the other: dreamers or those hooked on the minutiae.

Dreamers are the inspiring, highly visible people who drive others. They make the market trends that dictate the future (when their bets pay off). They chase the shiny objects and hand off a major vision to others to execute. They tend to detach from the day-to-day, sometimes missing context from contributors or the nuance in the problem they are solving, as they haven't done the work in a while.

Then there are others who deal strictly in metrics and processes. Their roles are about being tactical and strategic. But that expertise can leave them in the weeds or force them to do the work themselves (they don’t delegate). Analysis paralysis is a common affliction, and they can't get past the small things, and often raise small issues into insurmountable ones.

This mindset can also lead to a tendency to focus on less important items, avoiding the bigger, more existential problems that require real effort and may only have subjective solutions. It can even make you cynical because, having done it all and seen it in action, you naturally will have opinions about what should happen next.

And yes, I acknowledge that this latter way of thinking is my natural inclination, but I fight it because I want to be more forest while staying grounded in the trees.

Is one side better than the other?

Neither side is wrong - most high-profile companies are run by dreamers/big-picture folks, and it's the tactical folks who tend to make the big picture happen.

But if we try to see both sides simultaneously and side-step the tendency to get ourselves stuck, there's clarity.

Those who can understand both sides are able to do miraculous things.

Sell better — You can always sell better because when you see how something will be done (or if it will fall apart). Context lends confidence to your argument and your proposal.

Make people feel heard — When leaders let team members talk about how their role relates to larger initiatives, those team members stay (you do have to implement suggestions, though). Being able to speak the language and empathize with the details gives a leader credibility.

Maintain confidence — While there are plenty of people who feel confident even in the absence of information (there’s a term for this), those with all the available information can feel good about the decisions they make.

Mind the potholes — In Massachusetts, where we’re headquartered, there's no avoiding literal potholes. But metaphorically speaking, people who know the risks and rewards can look ahead and build strategies to avoid trouble spots that might sink others.

Why we try to see both sides at Imarc

It would be a lie to say we see both sides all the time, but it is what we strive for. Saying it isn't very compelling, though, so let me pull back the curtain to show you a bit of what my day-to-day is like as Imarc's CEO.

Forecasting — Typically, I do formal forecasting once per month, usually at the beginning, depending on how things are going. If the market changes or dictates the need, I increase the frequency.

Essentially, I examine the pipeline to estimate the likelihood of outcomes and generate a potential win rate.

Working with Business Development — In conjunction with CRO Katie Desmond, I review deals in our sales CRM every week. We want to make sure that what everyone is saying is actually what will happen (within reason).

Resourcing — To do the best work we can for our clients, it's important to know which people (our resources) are available to do that work. We resource every week, if not more. To do it well, you have to understand everyone's competencies, client demands, and more. This makes you (and me) a weeds person, whether we like it or not.

Collaborate with Account Managers and Project Managers — Keeping tabs on teams means being intimately familiar with those who lead them. I meet with our managers and directors throughout the week.

Staying in the game — While it might surprise some readers, I still maintain the privilege of being an Account Director on some accounts, as it keeps me sharp and puts me in a position to stay close to clients. I also tend to jump in and make a few edits when it comes to GTM issues, and I'm a quick draw at troubleshooting in just about every CMS, thanks to my years in the field.

Being a champion — No, I don't mean personally. I mean that I am always on the hunt for ways to highlight the work our team members do, because it matters. For example, we tell those stories at our Town Halls where everyone, even people who aren't on the profiled teams, can see the wins.

Accessibility — We're a mid-size agency with an average tenure of nine years. I like to think some of that is because of the way we run things. Being accessible, giving off the feeling that anyone can come to me, I hope that helps them to do their best.

At the end of the day, you have to do something, but you can't do everything. Some leaders charge forward, and I have to say that, as a group, our leaders are more cautious. We care about our people and the work they do, so that's why we do it. We work to see the full picture while considering the details, because we want to keep everyone safe and happy.

Want to learn more about our team? Check out some Imarcian profiles.