What it’s all about
In management, success is also determined by the way managers think. Two terms that play a central role in this context are “thinking small” and “thinking big”. These concepts influence not only the strategic direction of an organisation, but also the way in which potential can be activated within a team. This article defines these terms, discusses the risks of thinking small and presents practical approaches for leaders to encourage a more generous and forward-thinking mindset.
Definition of the terms
Small thinking
Thinking small refers to a conservative, risk-averse mindset that is often characterised by short-term goals and limited visions. Leaders who “think small” tend to focus on managing day-to-day operations without considering long-term opportunities and challenges. This mindset can be reinforced by an over-emphasis on efficiency without simultaneous innovation.
Big thinking
In contrast to this is big thinking, which is characterised by an expansive, future-oriented perspective. Big thinkers endeavour to set transformative goals that go beyond the current status quo. They view challenges as opportunities for growth and innovation and are open to risks if they offer the potential for significant progress.
Effects of small thinking on team potential
Limited perspectives
Small thinking limits an organisation’s ability to harness the full potential of its people. Teams working under such leadership are rarely given the opportunity to grow beyond their routine tasks or develop creative solutions, as their goals are often narrow and focused on immediate results.
Lack of motivation
Another disadvantage of small thinking is the demotivation of team members. When innovative ideas are not encouraged or even ignored, employees feel undervalued and their engagement can decrease. This leads to a culture where the status quo is the norm and there are no incentives for improvement.
Recognising small-mindedness in oneself
Reflecting on your own objectives
Managers should regularly review their own goals and those of their teams. Are the goals predominantly short-term and focussed on “safe” results? Is there a lack of challenges that could inspire the team?
Feedback and dialogue
A further step is open dialogue and obtaining feedback from employees and colleagues. It is often easier for outsiders to recognise when a manager is acting too conservatively.
Strategies against thinking small
Promoting an open culture
To overcome small-mindedness, managers should promote a culture of openness and mutual dialogue. This includes regular brainstorming sessions where employees are encouraged to contribute unconventional or long-term ideas.
Further training and personal development
Investing in the training and development of both managers and their teams can help to develop a bigger vision. Seminars and workshops on topics such as strategic planning, creative thinking and innovation management are particularly valuable here.
Establishing innovation goals
Setting specific, challenging and measurable innovation goals can help to broaden thinking. These objectives should encourage people to question existing processes and look for new opportunities.
Summary
Understanding the differences between thinking small and thinking big is essential for leaders to realise the full potential of their teams and ensure sustainable success. By implementing strategies that encourage big thinking, leaders can create a more dynamic, innovative and forward-thinking organisational culture. Ultimately, it is the ability to think outside the box and pursue big visions that enables organisations to succeed in a rapidly changing business environment.
R2049 