I recently had an opportunity to have a conversation with a very senior executive in an organization. My discussions with members of this company are always disarming, direct and pointed. They have stuff to do, and they are getting it done - no fluff required.
I appreciate that in a company by the way...
The exec said something to me, that others would have been offended by, but I was happy for the statement.
"You do marketing, but you didn't specialize in it, did you? You are a generalist"
I responded that I also see myself as a functionalist, in that I believe the functions of each individual team member or department must benefit the organization, and actions of the individual should take the collective into consideration.
But his core point is true.
I am a generalist, not a specialist; a fact of which I am proud.
Now, don't get me wrong! Businesses need specialists - persons who are highly skilled in specific areas to maximize quality, efficiency and productivity in their field, and usually stick to their field, without getting involved in other areas. But growth is not usually a "one trick pony", and requires a level of Big Picture awareness. This is an important trait in executives and entrepreneurs.
Sometimes, what we think is Laser Focus on an area is really just micromanagement and tunnel-vision in disguise. It can actually harm or hinder the success of the company as a whole.
Some simple examples:
To focus on technological infrastructure development without looking at the sales forecast to get a feel for the expected increase in returns to justify the expense.
Even deeper though, would be the training required to truly take advantage of the technological improvements.
To focus on marketing your brand or company - increasing your advertising spend over your normal budget - but not ensuring your inventory levels can meet the expected increase in demand.
Taking the example further, whether your sales team or staff are aware of the adjusted marketing activities, and are prepared, both physically and mentally to appropriately address customer requirements, and maximize the campaigns success.
In an earlier blog post, I mentioned my fondness of "anecdotes". Two come to mind whenever I discuss matters like this one.
In many situations, having a senior member of your team that maintains a general view will provide a strong strategic support for growth and development.
I know it sounds pretty simple, but really it's Omazing.
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