I can’t remember the origin, but I’ve always appreciated the elegant analogy of a car and ‘The Rear-View Mirror and the Windscreen’.
The Rear-View mirror is small and shows what is behind us. It is a reflection of the past and cannot be changed. It is somewhat important because to know where we are going, we must know where we are coming from.
The windscreen is large and in front of us. It projects our future and can be changed. It is most important because we can choose where we want to go and the windscreen projects our destiny.
I’ve found the application of this powerful analogy to business particularly helpful in engaging teams.
‘The Rear-View Mirror and the Windscreen’ is best used in launching your annual strategic plan with your team.
Session 1 of the Launch is held through the lens of the Rear-View mirror. Looking back at the prior year you note the wins, losses, challenges and opportunities. Report the news. How did the business go against the prior year’s goals and targets? Highlight exceptional team or individual performances. Assess how the business performed in delivering to stakeholders – shareholders, customers, employees and suppliers. Commentate on economic and industry trading conditions within the prior year and how they impacted the business. Note headline observations on products, services or key projects. What did you learn that must be carried forward into your strategic thinking? The Rear-View mirror involves looking back, reporting the news and identifying opportunities and threats that need to be carried forward into the new financial year ahead. Be as transparent as you can with the group.
Then you pivot in Session 2 and look out through the Windscreen. With the prior year acknowledged but now behind you, now take your first look at the year ahead. Reaffirm the vision and values of the organization. Noting the imminent opportunities and threats, how will you navigate your path into the future? What are your goals, targets and metrics? What do you need to stop, start and keep doing? Commentate on expected future trading conditions. Discuss key stakeholder needs. Identify key projects. Articulate what is expected of each team and how performance will be measured. Most importantly, conduct an Open Forum for the team to engage with senior management. Your goal should be for each individual to walk away with a big-picture understanding of what they individually, their team and the business is to achieve in the year ahead.
This technique can then be repeated for Q1, Half-Year & Q3 on a simplified basis.
I implore you to adopt the ‘The Rear-View Mirror and the Windscreen’ analogy in your business.
It is simple, elegant and powerful in getting individuals, teams and organizations engaged, informed and empowered.
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