For the purposes of the experiments that follow, I want you to draw upon, one of your most underused, but powerful, management resources – your imagination. I want you to imagine that you have come into possession of a wooden plank. The plank is 4 metres in length and 40 centimetres wide. It is of sufficient thickness, comfortably, to support your weight.
Place the plank on the ground with one end of the plank near your feet. Your objective is to reach the other end of the plank by walking along its length. Now, mount this end of the plank and, with evenly measured steps, walk to the other end. Objective, easily, achieved, with little or no risk.
In the next experiment, in addition to the plank, you have acquired the use of two sets of two metre high stepladders. Place each end of the plank on the platforms of the stepladders, thus, creating, as it were, a four metre long bridge, two metres off the ground. This time, mount the steps of one of the stepladders to reach its platform. Your objective remains the same, as in our first experiment; to reach the other end of the plank, by walking, in even steps, across the bridge, created by the plank. Objective achieved, but there was something, markedly, different from the ‘on-the-ground’ experiment. The risk involved was, somewhat, elevated. Did this make you apprehensive about taking on the task? Did the increased risk affect the way that you carried out the task? Was there anything that you could have done to mitigate the risk? How did you feel before, during and after the task?
Now, I want you to make a real leap of imagination. I might regret having said that when I tell you what I want you to do, next. Imagine that you are, now, standing on a cross girder of the iron substructure of a skyscraper, under construction. You are in the open air and there is a 500 metre drop to the ground. You still have your trusty plank, with you.
It’s a bit scary up here, isn’t it? Even, I’m nervous and I’m the one creating this illusion.
Now, place one end of the plank, next to your feet, on the girder that you are standing on. Manoeuvre the other end of the plank so that it comes to rest on the next girder over. There is sufficient plank, on the second girder, to prevent it slipping. Your objective remains the same as in the two previous experiments. With measured steps, walk across the plank to reach the other end. We have, certainly, ‘upped the ante’ on risk, this time, haven’t we? How did you feel, on this occasion, before, during and after the task? How could you have mitigated the risk? A securely anchored safety line and harness? Safety net below you? Ways that will not only protect you, but also boost your confidence, when carrying out the task.
In managing, you ‘walk the plank’ every time you make a decision. Some decisions generate low ‘plank on the ground’ risks; for example, under supervision, entrusting a new member of the team with a routine, but important, task. Other decisions are medium, ‘plank on the stepladders’ risks; say when selecting a product launch date from a list of suitable alternatives. And then there are the really big ‘plank on the girders’ risks; often, involving considerable capital expenditure.
It is said that decision-making has as much to do with courage as intellect. It is the degree of risk that you are able to cope with that, significantly, contributes to your capacity as a decision-maker.
But, whenever you find yourself ‘walking the plank’, just remember…….
Don’t Look Down!
These ‘plank-walking’ experiments contributed to the DNA of the following Training Package.
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