Larry Meyer trims my trees. He takes care of the maples, cottonwoods and oaks on the properties I own. Whenever one needs to be taken down, I watch with fascination as he climbs 50 feet or more into the upper reaches of a dead tree. He methodically ties off each branch and removes it with the chainsaw hanging from his belt. Then he gently lowers it to the ground without damaging the surrounding landscaping or structures.
Periodically, he stops to assess the situation, planning his next four or five moves. If he cuts a branch prematurely, after all, he can’t use it for positioning, safety, or as a fulcrum to lower other branches to the ground. Occasionally, I will watch him swing from one branch to another in order to reposition himself for the next move. It’s like a one-man ballet in the air.
To me, Larry’s work is the perfect metaphor for how the best decision-makers accomplish so much. I’ve seen Larry stand at the base of a tree for five minutes or more, studying how the branches have grown from each other and how they can be removed in sort of a reverse order. Most of us would get our saws and begin hacking away. For Larry, it’s like studying a chess board. In fact, Larry has told me he spends a great deal of time playing chess.
As I have interviewed thousands of decision-makers over the years, patterns have emerged about how they accomplish tasks and objectives that seem to elude others. Some of these individuals have been corporate chieftains. Others, like Larry, run small thriving businesses that keep millions employed.
There’s Tom, who produces a food industry magazine. Tom told me he is always thinking three and four steps ahead. Because he is both editor and publisher, he has to write the articles, but also sell the ad space. This requires a balance of interviewing company owners for feature articles and getting them to part with several thousand dollars of advertising budget at the same time.
Then there’s Marty, who spent years managing restaurants. On one hand, he had to think several steps ahead to ensure that potential staffing, inventory and food production hiccups were anticipated and addressed. On the other, he had to be the charming host to hundreds of patrons, all while dealing with the occasional complaint or mistake.
Finally, there’s Sarah who oversees the adult division of a university. With an enrollment of more than 8000 online students across the US, she is tugged between the strategy required to lead the institution and the day-to-day challenges of delivering its services. All of this is managed under the ever-present oversight of accrediting organizations and government agencies.
While reading all this, you might be tempted to think, “I think strategically. This is nothing new.” But the bigger question is how often and how well. Unless we take the time to consider the downstream consequences of the actions we’re taking right now, we can end up dealing with the unintended obstacles created by our impulsive, and perhaps impatient, decisions. When it comes to the big projects, we are generally predisposed to planning our work. But how about when dealing with that spur-of-the-moment decision that catches us off guard? Isn’t it worth that extra 60s seconds to step away and think three or four steps ahead?
Larry’s, and Tom’s, and Marty’s and Sarah’s discipline and methodologies have been honed over the years through trial and error. But even now, they are always discovering nuances to improve their process. How about you?
P.S. If you live in the Denver metro area, I recommend Larry Meyer with Northern Lights Tree Service if you need your trees trimmed. 720-203-3186.