We measure organizational success through metrics and KPIs, but rarely acknowledge how personal starting points shape individual perceptions of achievement.
When Alan Mulally took over as CEO of Ford in 2006, the company was losing billions. By 2009, while other automakers needed bailouts, Ford posted a $2.7 billion profit. This represented an extraordinary turnaround for Mulally and the executive team – success beyond measure. Yet for veteran engineers who remembered Ford’s dominance decades earlier, these numbers felt inadequate.
Different vantage points create other realities.
During Intel’s transformation under Andy Grove, the company shifted from memory chips to microprocessors. Some employees viewed this pivot as a brilliant success. Others, particularly those who pioneered the memory technology, saw it as abandoning their life’s work.
Your team members don’t share your perspective. The new graduate celebrates making the budget, while your hire from a high-growth competitor sees the same result as stagnation.
Success isn’t absolute. It’s relative to where each person stands.
The most effective leaders map these divergent perspectives before charting the course. They acknowledge current realities while painting a compelling shared destination.
Don’t assume everyone sees what you see. Invest time understanding each person’s vantage point before expecting them to embrace yours.
