Big Picture Thinking Isn’t Enough
and neither is obsession with detail
It can be right there in front of them, but not everyone sees the big picture.
"Why can’t we just spend more on updating that mapping software we use? The way it lets you manipulate layers is spectacular."
"Well, as previously mentioned, that software isn’t supported under the new operating system updates. We’ll be reviewing three replacement options over the next fortnight."
In this case, the first speaker might have a natural eye for detail. Give them a report to check, and they’ll come back with something like:
"There’s a full stop missing in the footnote on page 103. Also, page 238, third paragraph, there’s an unnecessary semicolon in the second sentence."
But would you ask them for feedback on the overall impression of the document? Probably not.
Someone else in your team likely has that broader perspective. They can scan something quickly and tell you what works, what feels off, and whether it all holds together. These differences in how we perceive and process information are largely unconscious. They're part of our natural cognitive preferences. But it’s not either/or – some people can do both.
What’s ideal is the conscious ability to shift between the two: to zoom out and assess the big picture, and then zoom in to work through the details. Planning, for example, usually starts with the big picture. But once you’re deep in the details, you still need to stay oriented toward the original plan.
A Subversive Manager recognises that people will differ in their natural tendencies toward detail or overview. You’ll use those strengths intentionally, but you’ll also encourage your team to build flexibility. Being able to shift focus consciously leads to better decisions, better work, and better results.
The more adaptable we are in managing our own preferences, the greater the quality and range of our choices in any given situation.