Detecting trends
A colleague sought my help with ‘a problem’ he was facing in his company. He had noticed a growing imbalance in his management, where the tendency was to focus on short-term, tactical achievement of daily tasks without much pre-thinking and long-term strategic considerations. Having noticed this trend his concern was how it may affect the long-term future of the company and how best to deal with this issue. The conversation that followed became a cascade of multiple strategic insights, which I thought to share with you, knowing many of you may be dealing with similar issues. The upcoming Thinking Coach Insights will be addressing this problem, attempting to pinpoint the causes. This first ‘Insight’ focuses on one major issue - the interplay between short and long-term thinking.

Short-term Vs. Long-term considerations
There are two main time frames of consideration that are always at play in our thinking. One deals with short-term action oriented mind frame, the other with long-term thinking. Both have a natural place in our lives - not just at work, and our ability to balance these two time frames determines, to a large degree, our capacity to handle pressure, solve problems and handle the unknown future.

Short-term
We are all very familiar with this one… the daily “to do” list, quick gains, quick profits, do this, do that, on the run, fix this problem, got to do, got to do, now, no time to think… you get the sense don’t you? It is speedy quick, results oriented (if we think results are short-term successes, that is…); there is not much thinking as the mind is caught up in the “go, go, go” syndrome. By analogy, the short term is the sprinter who thrusts forward with concentrated unsustainable power and speed to quickly reach the target. The word that describes this process is tactical or in professional jargon Electric Response Mechanism.

Long-term
Now, the long-term is different, very different. Speeds are slower, processes more deliberate. With the long-term, detailed reading of situations is called for. Much more long-range thinking is involved by consciously applying thinking skills to pre-think a situation. The ability to forecast, envision and analyze possible consequences and scenarios is important within the long-term time frame. Questions such as, what may lead to what, what if, what will come to stop, how to overcome, why will you do what you do, what human qualities will you consciously employ, and much more are contemplated. By analogy, it is the marathon runner that looks into the distance and paces himself/herself to gather the necessary power and energy to reach the final destination. This is strategic mindset or in professional jargon Magnetic Response Mechanism.

The Cause of the Problem
A problem exists when there is an inability to handle the pressure of the hurry-scurry business environment due to lack of training in long-term thinking. This situation causes the short-term to be the leader in the thinking process, which it wasn’t designed to be.

People are naturally either sprinters or marathon runners. The trouble is that we spend most of our lives sprinting, caught up in short-term duties. Clearly, the imbalance of an excessive workload on the electric response mechanism leads to hasty decisions, depletion of energy and lack of self-motivation.

Generally, our marathon runner has not been trained or has not learned to work with the two parts in harmony. This leads to an inner conflict over our most precious resources, time and energy.

How Do The Two Connect?
Both mind-sets are necessary. The long-term is the CEO of the thinking process as it provides direction and energy, without which the short-term will run out of steam and loose sight of the target. The short-term is the worker that accomplishes tasks with speed and effectiveness. By analogy, the long-term is the internal in-breath while the short-term is the external out-breath. They are a natural combination of lasting power and versatile speed.

When in balance
When the two are in balance the objective is clear and the way is mapped out. There is a captain at the helm, the sailing is smooth as the ship makes the necessary adjustments to overcome and avoid rough seas that threaten to divert it from its destination. In practical terms it means, a stable organization with the right kind of people who are self motivated, have a sense of the family that the company was meant to be, ready and willing to take new responsibilities. These are the markers of a great company.

What to Do?
There are no instant solutions, as this Thinking Coach Insight indicates – everyone knows that demand for a quick fix is unreasonable, depletes of valuable energy, produces excessive pressure and only ever leads to short-term symptom relief but seldom cures the cause of the problem. Here is my initial advice:
 

Short-term

1. Constantly Clarify Priorities - alone, with your superiors and in your team.
2. Broaden the Bigger Picture - Involve others. Confirm how their actions are valued and do make a difference.
3. Know People & Let Them Know You - get to know your staff's strengths and weaknesses, learn how to sidestep their psychologies. If you want to improve your staff's motivation to muster their best efforts, they need to know that you're looking to create maximum satisfaction for them too.
    

Long-term

Commit to continued group training and individual coaching that builds and gathers momentum, inspiring long-term confidence in the company and its top management.

This is an area that The Thinking Coach seminars deal with in depth.