The way we spend our time at work can generally be divided into two categories. We either operate in a doing mode, where we focus on tasks that are shorter-term in nature, with defined goals and objectives. Or we operate in spacious mode, where we allow ourselves the time and freedom to think about the big picture. During spacious working, we can assess interdependencies and relationships that lead to more innovative thinking.
Spacious thinking was recently featured in the Harvard Business Review (HBR). The article notes that the spacious mode of work is often overlooked in favor of the day-to-day mode. This should not come as a surprise, as we tend to focus on things we can measure. Checking boxes off the to-do list with short-term tactics provides the appearance of productivity.
“Our research—which has included a global survey of more than 3,000 employees, ongoing discussions with 50 global professionals, and interviews with leaders and those they lead—shows that employees looking to excel worry that shifting into spacious mode can be interpreted as a lack of efficiency or urgency. As a result, it feels career-limiting, and like it requires permission from a manager, so few employees do it regularly.”
Even though leaders may want their employees to spend time in spacious mode, the inability to see the tangible results from it makes it a harder proposition, and they instead default to the more measurable “doing” tactics. This can lead to employee burnout and a lack of momentum over the long term.
According to HBR, “You may think that, unlike this manager, you already engage in spacious mode, so you don’t need to worry. But leaders tend to overestimate how spacious their own behaviors are. For example, our research has shown that the more senior we are in a hierarchy, the more we think we are open to hearing others, when we are really not.”
Another challenge for leaders is the idea that their employees can operate in a spacious mode without permission. According to the article, many leaders fail to understand the power they hold and the impact it has on their employees. They see themselves as more approachable than their employees do. The following behaviors may help teams be more comfortable shifting into spacious mode.
Focus on Ideas Instead of Tasks
Too often, leaders unknowingly prioritize short-term results during staff meetings. This indicates to employees that those areas are where they should focus their attention. By being more intentional and shifting meetings to begin with learnings from longer-term projects, it opens the door to more spacious thinking.
Bring in Novelty
Leaders can fall into a rut where the meeting agendas, locations, and attendees remain the same, and assume that consistency will support the organization’s needs. However, mixing up the day-to-day expectations can invigorate teams. While action items emerging from meetings keep projects moving, shifting the focus to understanding how the project is progressing through a two-way dialogue, rather than just receiving status updates, can increase the team’s energy and autonomy.
Another idea is to encourage employees to leave the office and experience the world as their customers do. “When they do, the teams explain to us that these efforts help them to bring the wider context back into view, and that leads to valuable conversations about strategy and purpose. Encountering novelty jolts them to course-correct, keeping on track with customer demands rather than losing sight of those amidst shorter-term tasks and targets. The conversations also strengthened relationships in the teams, through sharing experiences and listening to different viewpoints.”
Value and Reward Spacious Mode
It is easy to reward work in a doing mode, as the accomplishments are more visible. Spacious mode is just as important, but the results are less noticeable. When you see examples of people who are listening, questioning, and challenging quick solutions, provide them with the space to slow down and examine decisions. More often than not, the resulting outcomes will be better for the business, and employees should be recognized for this type of leadership.
If you’re looking for executives who understand and embrace spacious thinking, our executive search team can help. Just send us a note.