Blurred Vision

I visited my optometrist this week for a checkup, a ritual occurring about once every two years. It’s generally an uneventful visit with light banter about how things are going, a review of my past history, questions about any current vision problems, and a battery of tests that have grown as I age. When it came time for the doctor to inspect my eye with his scope I was told my pupils were too small and would require dilating. Anyone who has experienced a similar problem knows what is coming. Eye drops are applied (with an immediate burning sensation) followed by other drops to sooth the discomfort. Then it becomes a waiting game for the medicine to artificially enlarge one’s pupils.

The most annoying effect of this simple procedure is the blurred vision that results, a condition that remains for at least four hours. There is also a greater sensitivity to light that accompanies this temporary handicap. I managed to select a new pair of eyeglass frames and drive home safely following the procedure, but the impact of less than perfect eyesight was pronounced.

Leaders of large and small enterprises can be affected by blurred vision. I’m not referring to the momentary sight problems I experienced at the optometrist. These issues are often deeper and can have long-term impacts on an organization’s health. Distorted vision isn’t always a product of outside influences and may not readily appear on the company’s balance sheet or income statement.

So what might cause a leader to lose their focus? Sometimes it’s as simple as allowing one’s ego or arrogance to control direction and decisions. The wishes of employees and other followers are ignored as management blindly pursues a power and control agenda, driven by the need to win. A lack of planning can also cause blurred vision. Too many organizations react to what is happening in the marketplace rather than stepping back and assessing the right course of action. It takes discipline to analyze data, create strategies, and execute them well. Another factor is our need for instant results. When the economy slows, everyone reacts by slashing budgets (sometimes indiscriminately) to produce the bottom line results we have come to expect on a quarterly basis. That may offer short-term rewards but could hamper efforts to respond when the cycle begins to improve.

The cynic in me sometimes feels as though leaders never learn their lessons. I watch politicians use failed policies from the past to launch new initiatives. Business leaders still choose the last quarter of each year to shed workers so their books look better for yearend reports. Managers dump more work on already harried staff without a sense of compassion for their current stress levels. Where is the honest admission that these leaders suffer from blurred vision? What is wrong with confessing one doesn’t always have easy answers to problems? Why can’t new thinking be applied to solve our most pressing problems? My eyesight returned to normal a few hours after my appointment. If only a new pair of glasses could correct the blurred vision of our national and business leaders. I wish it were that easy.