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All the Deep Dives and Big Pictures Won’t Help You

Charles is business professional with an MBA and a MSCM degree. He also taught a Management course at Sullivan University in Louisville, KY.


Listen, a lot of times taking a closer look at things and ensuring everyone understands the process or objective as a whole is what should and needs to happen. The thing is, at what point does taking a deeper dive and looking at the bigger picture become just words, phrases, or a part of the narrative that just sounds good? This happens a lot, and in certain areas or departments this is the norm to either:

  1. Just sound good to say
  2. Make someone feel like they have not done their job or did not do the job/task correctly
  3. Cover for a project, task or other work not being really thought out and leadership just doesn’t want to admit they were wrong
  4. All of the above

All The Deep Dives and Big Pictures Won’t Help You. They will not, no really, it won’t. These sayings or key words become redundant and just saying them doesn’t make you more important or look as if you are on top of what you are supposed to be on top of. Many people (leaders, etc.) eat this stuff up and become embedded in the fallacy that speaking these words somehow helps the situation. It does not, but yet we hear this on a regular basis.

Imagine being given a project to work on with specific tasks by your leader, who reports directly to another department leader or head of the department. You ask questions to clarify the tasks and in discussions attempt to find out anything else needed to make sure everyone is on the right track to begin. You are now off to start work. You have meetings, delegate a couple of things as needed (if needed) and then you get it done (or so you think). All tasks are completed and it’s time to meet up with your leader and/or other leaders again. You can’t meet up with this person so you e-mail results and explain what you have to ensure we are all on the same page.

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Deep Dive On In


Now you’re in a meeting to discuss with people you didn’t know were involved, maybe a peer or two of yours and then maybe a peer of your leader and/or maybe even upper leadership to discuss and figure out next steps. Everyone is talking, you explain what you have and more discussion is had. At some point the narrative shifts and comments are made as if people are confused as to what is needed or is going on with the project. You explain based on your understanding as discussed with your leader and/or others. Then it happens, your leader or a peer or one of these other people hit you with “Let’s Take a Deep Dive” or “Let’s Take a Deeper Dive” and they allude without directly saying that we want to make sure you are seeing the “Big Picture”… Wait, What?

Taking a Closer Look at the Bigger Picture Is Often Needed


Now do not get things confused, taking a deep dive and making sure someone sees the big picture works and is correct in a lot of situations. The thing is, at what point does someone speak up and take responsibility for the information you were given and understanding of what was needed and the results? Many times it doesn’t happen and often you are left hanging. Even if you aren’t left hanging too many times people just leave each other hanging so they meet to meet again and need to make sure people see the “Big Picture” and they need to take another deep dive. All The Deep Dives and Big Pictures Won’t Help You!!! Neither will the wasted time going to collaboration trainings and communication meetings because most leaders don’t have time to actually put them into practice or bother to actually absorb this helpful knowledge. They are too busy taking deep dives and making sure people see the big picture that they miss the smaller dives (divisions) and smaller pictures (issues) or they miss everything all together….

This is sad, but can be fixed, the questions is, will it? Again, All The Deep Dives and Big Pictures Won’t Help You, but go ahead and deep dive into what is being said here and hope for better collaboration and communication...

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