Not all Squeaky Wheels can be heard

But they still get the oil

We all know the old adage 'the squeaky wheel gets the oil (or grease)' which means that often, the loudest or most noticeable voices or complaints are the ones that get addressed. And while we think we are attuned to this particular effect, when we are immersed in the day-to-day operational reality with a need to keep things moving, our natural, hard-wired, tendency to 'see a problem - fix a problem' kicks in.  This includes responding swiftly to a call for attention (that squeaky wheel).  It's a problem that self-presents, and for the fix, we are driven by 3 forces or considerations (subconsciously of course):

• The need to keep operations running smoothly - and perhaps to appease vocal stakeholders - and just move beyond the issue.
• The fear that ignoring a vocal issue that might lead to bigger problems down the line.
• The satisfaction of solving a problem quickly which can provide a sense of accomplishment and progress - and we all like that feeling.

 When we find ourselves operating in the 'here and now', a place to which our human nature causes us to gravitate especially when things get busy, we can end up in an ongoing reactive mode and a cycle where we are constantly putting out fires rather than preventing them. By responding to the immediate obvious issue, we don't see the bigger issue developing elsewhere. 

But we all know all that - and we don't let that happen to us - do we?  ;-)   No, we practice strategic thinking which encourages us to stand back from the problem or issue - look broader than the 'here', and look further into the future than the 'now' - and see the bigger picture and so a perceive a larger field of possible solutions. 

Every so often, I come across people who, despite thinking strategically, consistently seem to make strange decisions in certain situations - decisions that sometimes almost seem out of character.  While there can be many reasons for this, here's something that I have observed.  Not all squeaky wheels are loud and obvious. Some are subtle and subliminal, an inner squeak if you will.   They influence our actions based on sensitivities or past experiences and we might find ourselves reacting to things like:

• Historical problems that have caused significant trouble in the past and might be given undue attention even when they aren’t currently pressing.
• Personal sensitivities, biases, or mental models can make certain problems appear more urgent than they are.
• Invisible stakeholders, who are often influential or respected individuals in the real world, and who can develop a voice of our making in our minds.
• The status quo imperative that resists change - "let’s just keep things as they are - let's see what happens"

 So, if you think you have an inner squeak (and there are lots of other terms in use for this that many people in positions of leadership and responsibility don't like to use), here are some things to consider or do:

• Keep up the good strategic thinking practice - when you see a problem, take a moment (or longer) to consider it in a bigger context before working out a fix - slow down to go faster.
• Listen for those silent squeaks or inner voices, hear what they are saying, acknowledge them, then challenge them - of course, they could be right - or they could be misleading you.
• Get other opinions and perspectives, consult, encourage open communication and questioning, and get a rounded view.

 And for a final twist, our inner voice can often be right (just don't expect it to be perfect), but our inner voice can be drowned out by the loud external voice.  You do have to make a decision about how to respond to a situation; in so doing, make sure you are listening to the right voices and that the voices are right.  

Graham