A 360 Degree Perspective

In the midst of current circumstances and opportunities to make meaningful progress in the truest sense of "cultural awareness," I believe we sit at an important precipice, especially for the future workforce environment, the true heart and soul "culture" of your company. For a long time, I have watched organizations conduct business globally, but not act global in nature. For those of us who truly understand this, that separation in how we engage our world is quite significant. In my mind, it’s been a significantly missed opportunity for companies and their workforce to learn “anew” and appreciate/respect differences - the "real" battlefield today. It’s as simple and as complex as that reality. I know many executives who would agree with this statement and understand the profound positive effects to be realized if the corner were to be turned, and I can be sure those leaders are utilizing this period to accelerate such efforts.

To be honest, as a global citizen, you might say my thinking on this subject is a little shaded, and in a way, I can understand why it may not be fully understood or appreciated. If you haven’t experienced it for yourself, how can you understand? And therein lies the issue. You see, as a talent leader, my global upbringing moves me (no pun intended) to purvey a very different world where inclusion and collaboration are not just terms to me, they just “are.” I choose to see “individuals” who either think for themselves or not, and act accordingly. We all need to earn our stay and that’s a good thing by and large. If I have a bias, it’s found in diversity in thinking - a product of thoughtful engagement, and to me, that’s tangible and what truly matters. These tend to be leaders with a fighting spirit for whom nothing comes easily- by and large, they have had to work for it. That’s the way I "See" it and most importantly, that’s the way I "Hear" it.

With this in mind, I find myself asking... is any true progress actually being made, and if so, how? Do we have an eye on the right prize and in the right ways? Is this something we need to see or hear to believe? And just as important, where could a meaningful shift be made, or is it harnessed solely in perspective? As each of us are the ultimate judge, I think it's upon us individually to judge wisely and thoughtfully.

Pay attention and Listen: In staying in tune, these questions were thrown a unique curve ball recently by Sean Kapoor, Vice President Global Sales and Revenue Growth at HARMAN International - the “ultimate listening experience.” His response came on the heals of a question I had purposefully asked Sean after investing myself in his profile, in which he stated... "My passion lies in building great businesses and brands with long-lasting financial and "cultural value" and "helping others extend their thinking." As one could imagine, I read a considerable number of bios in my line of work, and I personally invite you to read Sean's bio in its entirety when you have a minute to spare. It’s NOT ordinary think, and in totality, that IS the point. The depth in which he expressed himself led me to ask him the following... "I'd consider "cultural value" as being somewhat synonymous with extended thinking - the two go hand in hand. I'd also have to say "cultural value" is not something I see often or, often enough. Sorry, I must say it's more often an afterthought or a "nice to have" in the way it is traditionally presented. If I might ask, has there been a shift in your thinking as it relates to building "cultural value" into your brands with Harmon during this period?"

Honestly, the depth of his response caught me off guard. Sean is a natural thinker and he doesn’t say anything unless it has meaning and brings real value. Here’s what grabbed my attention…“We need to be able to see a crisis as a new way to purposefully serve colleagues and customers in new, meaningful, value-creating ways stepping beyond any traditional organizational boundaries. There isn't a rinse-repeat formula for brand to earn cultural currency. The events from the past few months and especially last few weeks have at a minimum given all of us an opportunity to put things in a different perspective. I firmly believe that any organizational response begins with the individuals and with its leaders. At Harman, we embody a philosophy of “listening in stereo,” meaning that to truly "hear," you must observe and listen with compassion from a 360 degree perspective, and hear and see all the voices and actions around us. My message to my teams has been that in these times, the need for that has become more profound than ever. We need to "listen in stereo" to our teammates, co-workers, partners, customers, and everyone who feels unheard.”

And he’s right. Far too often we hear – not listen to what’s going on around us. We pay attention to the noise, we react, and put wheels in motion without taking the time to put our ear to the ground and understand what is actually being said, or for that matter – what isn’t, and our responses are usually framed by a preset of ideas that have been deemed as an acceptable posture.

Sean mentioned… We need to be able to see a crisis as a new way to purposefully serve colleagues and customers in new, meaningful, value-creating ways stepping beyond any traditional organizational boundaries. However, when it comes to stepping beyond traditional organizational boundaries, to most leaders, this raises a red flag and speaks to a loss of control, risk, and being uncomfortable, which is usually followed by the words… “Does anyone have a better idea?” What many fail to realize is that when we step out on the other side of this pandemic, venturing beyond traditional organizational boundaries will need to become a fluid standard of operation, so just an FYI for all you corporate leaders out there, if you seek to do more than simply survive after all is said and done, you need to get comfortable with the idea. More importantly, shouldn’t this be viewed positively as taking us out of a rut? Isn’t that usually the underlying reason for disruption? There is an old saying along these lines… “there is a fine line between living in a rut and being in a groove.” Very apropos here. It’s undoubtedly time for meaningful progression.

This applies not only to the strategic direction of a company and its rejuvenated approach to the market, but to the internal mindset and execution of the company as well. As reflected in my last article – That Was Then. This Is Now, I address the internal boundaries imposed on talent by senior leadership, the enforcement of a “staying in your lane” mentality, and the consequences associated with it. But when I factor in Sean’s/Harmon’s “listening in stereo” philosophy, the ability to “observe and listen with compassion from a 360 degree perspective,” it somehow sheds new light as to what truly needs to be addressed, because there is so much more to it than that.

Yes, it’s difficult to break away from the tunnel vision, mission centric, head down, persevering mentality that most cling to during challenging times of uncertainty, but we must force ourselves to take into account a more pervasive point-of-view, and lean less on the philosophy of… “well, it’s what’s gotten us this far.” Understand this not only pertains to colleagues and customers, but for those of you whose responsibilities include hiring and recruiting, it pertains to candidates as well.

We always say here at Redmond that we don’t have an eye for talent – we have an ear for talent. It’s a honed skill that allows you to turn knowledge into knowing, to set a foundation for an engaging conversation that lowers one’s guard and opens the forum to discovery. We listen to talent, to their stories, their aspirations, challenges and frustrations. We listen to their personality, their mentality, their ethics, their values, their frames of reference and so much more. But more importantly, we listen to what they don’t say. The nuances that exist between the lines that tell their true story and whether or not they are ideal for the opportunity that potentially awaits them. Companies feel compelled to tell their story yet fail to realize that when it comes to communicating – even an opportunity, that listening is the other half, and most important part of the equation.

Sean also pointed out… “The events from the past few months and especially last few weeks have at a minimum given all of us an opportunity to put things in a different perspective.” If anything, it has left many companies aware of the obvious cracks in their foundation, with some feeling it necessary to step up their game, proclaiming, as if they were a laundry detergent, that they now have “new and improved” priorities. Which of course in reality, only points to the complacency of their previous actions. In the end, yes, it’s a good thing, but in hindsight - it’s sobering.

I’ve heard it said, and I honestly cannot recall where, that actions lead to strategy, and not the other way around. I read that line over and over just to let it sink in, and the more I thought about it, the more sense it made. These words apply to such a variety of scenarios and have so many applications that I believe it’s something we should all be cognizant of, especially as it applies to our response in light of the challenges we are facing today. Just something I wanted to put it out there for everyone to consider.

Last, but certainly not least, is Sean’s following comment… “There isn't a rinse-repeat formula for brand to earn cultural currency.” To be honest, that language is not something you hear every day, but in many ways it plays to a “what have you done for me lately” mentality, which is a cultural and personal reality whether we choose to admit it or not. Today, it caters to the constant reinvention of self, whether that entity is you as an individual or, you as a global conglomerate. We need to realize that deeds of the past had their day, but rarely give you clout in the current climate, internally or externally. No, that requires an exchange rate of actions speaking louder than words. This historically proven methodology will always continue to pave the way for connection, for purpose, for acceptance, for tolerance, for opportunity, and for unity, providing the promise of progress to those who have more than paid their dues.

It never hurts to listen and, we make decisions every day. What we need to ask ourselves is if the end justifies the means, and as we all know, in the end, it will mean so much for everyone individually and collectively.

About Steve Diedrick...

Steve is the founder of Redmond, a global executive search firm whose clients include world renowned brands and start-ups that are shaping tomorrow's world. As a highly respected authority and pioneer in the field of human capital with close to three decades in the space, his progressive ideas on search-excellence reflect a profound understanding/passion for the global economy and the ever-evolving mindset of the unique talent that propels companies forward. He has personally reached out to more than 100,000 professionals and interviewed over 35,000 potential candidates throughout his career. His personal drive, perspective, discipline and focus is a culmination of his life experience living abroad and the 27 years spent mastering the Martial Art of Qi Gong. His Mantra: There is nothing like direct experience that takes you from knowledge - to knowing.

Email me at: [email protected] or Text me at: 947.222.9200 and let's discuss how Redmond can help you.

? Redmond Research, Inc. 2020