In October, Michael Bremer published a new book entitled Learn to See the Invisible: How to Unlock Your Potential as a Leader, which describes four key foundations and 25 different actions leaders can practice to become more effective in training their eyes to see things tomorrow that are currently invisible. It helps leaders and managers to become better observers of their current reality by practicing getting better at getting better.
When I spoke with Michael this month, I asked him directly: “What does ‘learning to see the invisible’ mean regarding leadership, and how does it actually benefit leaders and their abilities?” Here is his complete answer:
Let me begin answering your question with a short story.
You and your spouse go to a big box shopping center with a large parking lot. Right after you exit your car, you trip over one of those concrete blocks intended to block car tires. Your spouse looks at you and asks, “Are you OK?”
What is your response? If you are like me and the 1000s of other people with whom I’ve asked this question, you respond, “I’m OK!” Even though your toe is killing you. Why? You feel like an idiot, and you are embarrassed. Plus, a host of other emotions.
It’s a very similar challenge inside an organization when a leader asks, “How are things going?” Even when our intentions are good, there are a variety of reasons that people do not openly share their thoughts. If a leader truly wishes to better understand the actual reality of what is happening, it requires some effort.
"Learning to see the invisible" in leadership means developing the awareness and skills to recognize factors, patterns, and dynamics that are not immediately obvious but that profoundly influence team performance, organizational culture, and decision-making. These "invisible" aspects lay hidden due to assumptions, biases, unspoken issues, underlying motivations, and systemic inefficiencies that might be overlooked in the daily flow of work. Leaders can make more informed, empathetic, and effective choices by learning to see these hidden elements.
How Does "Seeing the Invisible" Benefit Leaders and Enhance Their Abilities?
1. Improved Decision-Making: Leaders who can see beyond the surface make more informed and nuanced decisions. They understand the broader context and implications of their choices, which leads to better outcomes for the organization and their team.
2. Greater Empathy and Connection: Leaders build stronger relationships by recognizing their team's true needs and motivations. Empathy fosters trust, increases engagement, and enhances collaboration, as team members feel understood and valued.
3. Increased Agility and Adaptability: Leaders who are aware of invisible factors are better prepared to adapt to change. They are attuned to internal and external shifting dynamics and can pivot strategies or approaches in response to new information or challenges.
4. Empowering and Developing Others: Leaders who understand the hidden potential in their team members can provide targeted support, coaching, and growth opportunities. This empowerment leads to a more capable, engaged workforce, with team members who are better equipped to take the initiative and contribute in a more meaningful way.
How Do You Unlock this Potential to Become a Better Leader?
When you look at professional athletes who become champions in their sport, how do they get there? They get there through hours of practice and constantly strive to improve the way they play their sport. If your profession is leadership, shouldn’t you also consciously practice getting better at what you do?
Learning to See the Invisible lays out four foundational elements for leaders to practice:
Step 1: Reflection – Understand how you currently lead and identify your starting point.
Step 2: Unifying Purpose – Create a meaningful purpose that motivates and guides change.
Step 3: Build Relationships – Foster trust and open communication while empowering your team.
Step 4: Visual Leadership – Implement visuals that inspire improvement and facilitate discussions about progress against the purpose you seek to accomplish.
The book lays out 28 different actions leaders can practice to get better at doing the above.
Leaders who adopt this transformative mindset can improve their relationships and take decisive steps toward becoming a champions. They exhibit a vulnerability through their curiosity and willingness to learn. That vulnerability creates space inside an organization where other people can feel more secure in responding to the questions they are asked.
The world needs better leaders, and I genuinely hope readers embark on this journey.
What do you think of Michael's perspective on leadership awareness and its effect on decision-making and workplace culture? What is the state of leadership in your organization? Are they making choices based on assumption or "confirmation bias"? Or are they truly understanding some of the hidden aspects that might be driving the true workplace culture of their organization?
