Don McMinn

God is in the details. —Architect Ludwig Mies van der Rohe

Some people can’t see the forest for the trees.

These two statements seem contradictory. Should leaders focus on details or broad issues? The answer is: both.

A helicopter is unique in that, unlike a fixed-wing plane, it can hover over a single geographical area and also quickly change altitude. One moment it can be low to the ground and seconds later it can be thousands of feet high.

This is a good metaphor for the multiple perspectives a leader must continually negotiate. Sometimes you must think granularly and get involved in micro aspects of the organization; moments later you may need to shift to a “high-altitude” and consider macro concerns.

A friend of mine once worked for a Mr. Sewell, who owns several luxury car dealerships in the Dallas/Ft. Worth metroplex. He told me an interesting anecdote that illustrates how a good leader continually negotiates a “helicopter perspective.” One day my friend overhead a telephone conversation Sewell was having with the CEO of General Motors. They talked about the global economy, China’s impact on the auto industry, the Fed raising interest rates, and other broad topics. When he finished the phone conversation, Sewell walked to the parts department and asked if the bumper for Mrs. Murphy’s Escalade had arrived.

One moment he was thinking about global concerns, seconds later, about a customer’s bumper.

Winston Churchill also had the ability to toggle between minor and major issues. In their book, We Shall Not Fail: The Inspiring Leadership of Winston Churchill, Sandys and Litman wrote, “Churchill was a man who mastered details without losing sight of the larger picture. He needed to know the progress of countless complicated operations. He wanted to know production figures, delivery dates, forecasts, and statistics.”

Churchill’s mind for detail is exemplified in a memo he sent to the First Lord of the Admiralty during WW2 in which he suggested a way that seamen could communicate more efficiently: “Is it really necessary to describe the Tirpitz (a German Battleship) as the Admiral von Tirpitz in every signal? This must cause a considerable waste of time for signalmen, cipher staff and typists. Surely Tirpitz is good enough for the beast.”

But Churchill also maintained a broad perspective, dealing effectively with large, worldwide events and trends.

The helicopter perspective is essential for leaders but it can also be beneficial in our individual lives. Don’t stay so focused on minutia that you neglect long-term, mega issues. Learn to toggle between details and big-picture items. For instance, in conversations, when we discuss policies, principles and concepts, we are thinking and conversing at a “high-altitude”; when we consider specific examples of those over-arching thoughts, we’re addressing “low-altitude” issues.

For decades, Mary and I have devoted the week between Christmas and New Year’s to long-range planning; we adopt a high-altitude mentality and consider major, long-term issues. But daily, we’re wrestling with “stuff”; issues that are local and specific. We just make sure that all the details contribute to larger aims and intentions.

Develop the indispensable skill of seeing both details and the big-picture.

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Your assumptions are your windows on the world. Scrub them off every once in a while, or the light won’t come in.—Isaac Asimov

Assumptions—we can’t function without them, but sometimes they mislead and get us into trouble. Often they are based on sound evidence and are helpful, providing order and predictability. But sometimes they are built on false premises in which case they can jeopardize critical thinking and good judgment. At their worst, assumptions are the lowest form of knowledge.

Some assumptions are helpful: I assume my house will be standing when I get home tonight; I assume my heart will keep beating; I assume my bank will accurately handle my checking account. Without the aid of basic assumptions, we would constantly be anxious, obsessive, and distracted. But we often imperil wise living when we think, “I just assumed…”

Here are some ways to analyze assumptions and separate the good from the bad.

Consider the importance of every action; the more critical the action and its consequences, the more dangerous assumptions can be.

• I assume my car is going to start in the morning, but if my first appointment of the day is a critical job interview, I’m going to have a backup plan.
• If I’m teaching a workshop at an unfamiliar venue, I should not assume my computer will work with the venue’s projector. I better test it the day before my workshop, because if it doesn’t sync properly, the result could be disastrous.
• I’m depending on my friend to take me to the airport. I can assume he remembers, but I would be wise to confirm the arrangement because if my assumption is wrong, I’ll miss my flight.

Consider what the probability is of each assumption being accurate; the higher the probability, the more secure you can be in acting on the assumption.

• I assume that the sun will rise in the morning.   [99.999999999% probability]
• I assume that the drinking water in a developed country is purified.   [97% probability]
• I assume my flight will leave on time. [78% probability]
• I assume that the soap dispenser in a public restroom will work. [33% probability]

Consider the source of information and evaluate its trustworthiness.

• An unknown mechanic tells me that I need $1,000 worth of repairs to my car. Should I assume he’s telling me the truth?
• The office rumor-mill says that layoffs are imminent. Should I assume the rumors are true?
• My doctor tells me my blood pressure is high. He’s a terrific physician so I assume he’s correct. Why would he lie?

Don’t embrace unsubstantiated thoughts, particularly when they are tied to critical consequences. Trust in facts and evidence.

If we don’t scrutinize our assumptions, we’ll live naively and suffer for it.
If we disallow all assumptions, we’ll be unduly paranoid and anxious.

Find the right balance.

This sweet girl made the wrong assumption. I’m glad she wasn’t hurt.

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• A wife says to her husband, “I’ve lost five pounds.” He replies, “Oh, you finally got all your makeup off?”
• A wife sees her husband standing on the bathroom scales, sucking in his stomach.
  She says, “That won’t help.”
  He replies, “Sure it will; otherwise I can’t read the numbers.”
• Did you hear about the agnostic that was dyslexic? He didn’t believe there was such a thing as a dog.

Admit it. You feel better.

Not yet?

• Neil Armstrong was the first man on the moon. Neil A. spelled backwards is Alien. Anyone else freaked out right now?!?!
• When you really want to slap someone, do it and say, “Mosquito!”

Now do you feel better?

According to healthguide.org, laughter has many benefits

Physical Health Benefits

• Boosts immunity
• Lowers stress hormones
• Decreases pain
• Relaxes your muscles
• Prevents heart disease

Mental Health Benefits

• Adds joy and zest to life
• Eases anxiety and fear
• Relieves stress
• Improves mood
• Enhances resilience

Social Benefits

• Strengthens relationships
• Attracts others to us
• Enhances teamwork
• Helps defuse conflict
• Promotes group bonding

Tell jokes for your own good and to benefit others.

Subscribe to ajokeaday.com and you’ll have plenty of material.

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Finding temporary and specific causes for misfortune is the art of hope. Finding permanent and universal causes for misfortune is the practice of despair. Boyd Clark

Years ago I counseled a husband and wife who were having severe marriage problems. Sitting in my office, they clung to opposite sides of the couch; the physical distance they maintained reflected the deep resentment they had for each other. At the end of the first session I gave my assessment: “You have a toxic relationship.”

I didn’t hear back from them for several weeks, so I called the wife to see if they intended to return for another session. She said, “No, Don, we’re not coming back. The last thing you said to us was that we have a toxic relationship. That seemed to be your final conclusion. We left with no hope.”

I learned a valuable lesson that day—I must always be a purveyor of hope.

I think hope is most helpful when paired with an understanding and acknowledgement of present struggle; otherwise, words of hope can sound glib, naive, or even patronizing. But when we fully embrace present difficulties, expressions of hope become believable. Regarding the past, be a realist; regarding the future, be an optimist and spread hope.

Leaders must be purveyors of hope, always giving an honest assessment of present reality but predicting a brighter future. Winston Churchill was realistic about the perils of World War II but conveyed a stubborn optimism about England’s future. After the fall of France to the Nazis, many in England felt defeated, and a sense of resignation and impending doom hovered over the populace. In a speech given to the British House of Commons, Churchill embraced the gravity of the situation—“The whole fury and might of the enemy must very soon be turned on us”—but he also spoke a message of hope and optimism that promoted a firm resolve and determination in the hearts of his countrymen—“Let us therefore brace ourselves to our duties, and so bear ourselves that, if the British Empire and its Commonwealth last for a thousand years, men will still say, ‘This was their finest hour.’”

When was the last time you spoke words of hope to a discouraged person or group of people? Well that’s been too long. It’s really quite simple: acknowledge the challenge and then advance a realistic, plausible, and better alternative.

• Our sales for the month are down…but we can still make our quarterly goal.
• You’ve had a hard time finding a job…but I admire your constant effort; you’re going to land in a good place.
• Your business failed…but this will not define your life. You’ve learned a lot, and I have no doubt that you will succeed in the future.

Maintaining hope comes from seeing the potential in every situation and staying positive despite circumstances. G. Campbell Morgan tells the story of a man whose shop burned to the ground in the great Chicago fire. He arrived at the ruins the next morning carrying a table and set it up amid the charred debris. Above the table he placed this optimistic sign: “Everything lost except wife, children, and hope. Business will resume as usual tomorrow morning.” [John Maxwell, Developing the Leaders Around You, p72]

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