In 1931 Alfred Korzybski pointed out that when we construct a mathematical model (a map) it cannot encompass everything about the actual system being modelled (the terrain).

But all of us do this all the time.

We build mental maps for the context we’re working in. They’re shaped by our cultures, experiences, priorities, preferences and fears. And they’re completely uniquely ours.

In leadership roles, from Head of Department to Vice Chancellor, you’re always dealing with three maps.

Your team’s map.
Your boss’ map.
And your map.

And then a fourth…

Your customers’ map.

(And in Universities customers can be students, employers, research funders, industry or university partners, governments… SO many different maps!)

Leadership is understanding what’s going on, figuring out what needs to happen and working with people to make them happen.

And doing these things relies on understanding everyone’s map. Not just your own.

What does your team see as they survey the terrain?

What does your boss notice most of all?

Which hills are your customers trying to climb?

The point of engaging with your colleagues, your bosses and your customers is to build a picture of THEIR maps to put next to yours in your head.

So you can chart a course for your department that navigates all of them!