Staying Connected to Reality - The Power of the 1989 Sydney Yoshida's "Iceberg of Ignorance" Principle in Leadership

In 1989, Sidney Yoshida, a Japanese business executive, introduced a profound concept known as the "Iceberg of Ignorance." This principle suggests that higher-level management is often unaware of many issues that impact their teams, much like how the vast majority of an iceberg is hidden beneath the surface of the water. Yoshida's research found that top leaders were only aware of approximately 4% of the problems within their organizations.

We can discuss the veracity of these numbers or their relevance after many years, but as managers in the 21st century, this principle serves as an important reminder for us to stay connected with the reality of our teams' daily routines, deadlines, and roadblocks. Being connected to reality and its dynamics can significantly enhance team performance and ultimately, company success.

For many managers, especially in senior positions, it's easy to get caught up in different forms of strategic planning, decision-making, and tasks delegation. While these are critical aspects of management, they sometimes create a disconnection between leaders and their teams. This gap often leads to an "Iceberg of Ignorance", where essential details about daily operations, challenges, and ways of working are missed by senior management.

My personal recipe to bridge this gap is to regularly engage in operational activities. This could involve maintaining databases, writing documents and presentations, training new joiners, participating in operational meetings and calls.

By participating in these activities, all managers can gain a deeper understanding of the daily difficulties, timings, and routines of their teams. Furthermore, they can better identify bottlenecks and devise effective strategies for overcoming them.

Let's delve deeper into the practical examples:

1. Regular Team Meetings: Regular team meetings are critical for staying connected to the ground realities. Instead of just a general overview, these meetings should be interactive, allowing members to share their experiences, challenges, and suggestions. This will help managers gain first-hand knowledge about the operational hiccups and the resources their teams need. It can also be a platform for recognizing individual and team accomplishments, which boosts morale and promotes a sense of belonging. My team and I found out that meeting every 2 weeks as a group and every 4 weeks in OTOs is our perfect pace.

2. Open-Door Policy: An open-door policy, quite literally, means that every manager's door is open to every employee. This encourages open communication, feedback, and discussion about any matter of importance. This routine can help managers stay informed about the real-time challenges collaborators face and address them promptly. However, it's crucial that a safe, non-judgmental space is created by the managers, where employees feel comfortable sharing their concerns. My workstation is together with my team, we sit together on a regular basis and found a good balance between structured- and unstructured ways of communicating.

3. Job Shadowing: Job shadowing involves spending time alongside team members to explain their roles, responsibilities, and challenges in a detailed way so that they can learning by doing. This can provide invaluable insights into the day-to-day operations and the difficulties teams encounter in their work. It not only allows leaders to identify areas for improvement but also helps them understand the skills and competencies their team possesses or need further improvement. As a team, we spontaneously decided to start initiatives together to make sure we have a shared point of view on the scope and workload; we also work together every time we feel we would benefit from it.

4. Onboarding New Joiners: Onboarding new collaborators, regardless of their hierarchical level, is a great way to transfer knowledge and to ensure that only one version of the manager's vision and strategy is shared. It is also a great way to understand the status of the team's activities and priorities, an induced fact-checking moment. As every good retail trainer knows, training is essential for the newbies, but is also extremely useful for the trainers to check their knowledge.

5. Embracing Gemba Walks. The Japanese concept of "gemba" means "the actual place" and by applying it leaders can deepen their understanding of their team's challenges. Gemba walks involve physically being present where the work happens, allowing leaders to observe daily operations, interact with team members, and identify potential roadblocks. This direct connection to the team's realities fosters trust, encourages transparent communication, and builds stronger relationships between leaders and their teams. A retailer knows connections (and sales!) happen in store, not in the offices and as a team we try to spend as much time we can in stores, together with our colleagues.

6. Feedback Surveys: Regular feedback surveys are an effective way to gauge employees satisfaction and identify potential issues. These can be anonymous to encourage honesty without fear of retribution. The surveys should include specific questions about the work environment, the relationship with their superiors, and any barriers they face in accomplishing their tasks. The feedback collected can form the basis for making necessary improvements and adjustments. My mantra on this is: "if you asked for it, then use it". There's nothing worse than asking for feedback and then let it fall.

When managers take the time to understand the realities of their teams, they are better equipped to make informed decisions that contribute to the overall success of the organization. They can identify potential issues before they become significant problems, streamline processes, and foster a more efficient and productive work environment.

Moreover, when team members see their leaders involved in the day-to-day operational activities, it creates a sense of unity and shared responsibility. It shows that the leader is not just 'above' them, but with them, creating a more harmonious and cooperative work culture.

In conclusion, by taking inspiration from Sydney Yoshida's "Iceberg of Ignorance" principle, as managers we can ensure to be consistently connected to the realities of our teams. This connection is not just about being aware of the challenges that teams face, but it's also about actively participating in their operations, understanding their routines, and working together to overcome obstacles.

To me, this is the key to a high-performing team and, ultimately, a successful company.

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