SONDER: El arte de comprender
Maria Gurrea Galve
Brand | Marketing | 360 | Digital | ex adidas Originals Global
El otro día, en medio de una reunión que no me gustó, me encontré reflexionando sobre cómo ha cambiado mi forma de interpretar las situaciones profesionales con el paso de los años. Y me topé con una palabra que describe perfectamente algo que todos experimentamos, pero para lo que pocas veces encontramos las palabras adecuadas:
sonder (n.):
the realization that each random passerby is living a life as vivid and complex as your own—populated with their own ambitions, friends, routines, worries and inherited craziness—an epic story that continues invisibly around you like an anthill sprawling deep underground, with elaborate passageways to thousands of other lives that you'll never know existed, in which you might appear only once, as an extra sipping coffee in the background, as a blur of traffic passing on the highway, as a lighted window at dusk.
Cuando empecé mi carrera en marketing, todo parecía tan claro y simple... Un proyecto que salía mal era culpa de alguien. Un cliente que no renovaba era desleal. Un equipo que no cumplía deadlines era incompetente. Las etiquetas eran fáciles de asignar y, de alguna manera, nos hacían sentir mejor.
Pero el tiempo (ese maestro implacable) me ha ido enseñando que la realidad, especialmente en el mundo profesional, rara vez cabe en etiquetas simples. Ese cliente que "nos abandonó" sin explicación aparente podría estar lidiando con recortes presupuestarios que ni siquiera puede compartir. Ese colega cuyo rendimiento bajó drásticamente podría estar atravesando un momento personal que está gestionando en silencio. Ese proveedor que nos "falló" podría estar navegando por turbulencias organizacionales que desconocemos por completo.
Esta comprensión más profunda no llegó de golpe. Se fue construyendo a partir de todas las veces que yo misma fui "la villana" en la historia de alguien más. Todas las veces que tuve que tomar decisiones difíciles que, vistas desde fuera y sin contexto, podrían parecer injustas o poco profesionales. Todas las veces que las circunstancias me llevaron a lugares que desde fuera, son probablemente incomprensibles.
Ahora bien, entender esto no significa que debamos aceptar todo o justificar lo injustificable. En el mundo profesional, como en el personal, a veces las cosas simplemente no funcionan. Un proveedor puede no ser la mejor opción para nuestro proyecto aunque sea una excelente empresa. Un colaborador puede no encajar en nuestro equipo aunque sea un profesional brillante. Un cliente puede no ser el adecuado para nosotros aunque su proyecto sea fascinante. Esto es duro. Lo es.
Pero, tener en cuenta el “Sonder” ¿Qué nos aporta esta perspectiva?
Because sometimes understanding the complexity behind a business decision doesn't change the outcome—but it definitely changes how we write the next chapter.
Muchas gracias por leerme,
Maria
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SONDER: The Art of Understanding
The other day, in the middle of a meeting I didnt really like, I found myself reflecting on how my way of interpreting professional situations has changed over the years. And I stumbled upon a word that perfectly describes something we all experience, but rarely find the right words for:
sonder (n.):
the realization that each random passerby is living a life as vivid and complex as your own—populated with their own ambitions, friends, routines, worries and inherited craziness—an epic story that continues invisibly around you like an anthill sprawling deep underground, with elaborate passageways to thousands of other lives that you'll never know existed, in which you might appear only once, as an extra sipping coffee in the background, as a blur of traffic passing on the highway, as a lighted window at dusk.
When I started my career in marketing, everything seemed so clear and simple... A project gone wrong was someone's fault. A client who didn't renew was disloyal. A team that missed deadlines was incompetent. Labels were easy to assign and, somehow, they made us feel better.
But time (that relentless teacher) has taught me that reality, especially in the professional world, rarely fits into simple labels. That client who "abandoned us" without apparent explanation might be dealing with budget cuts they can't even share. That colleague whose performance dropped dramatically might be going through a personal moment they're managing in silence. That provider who "failed us" might be navigating organizational turbulence we know nothing about.
This deeper understanding didn't come all at once. It built up from all the times I myself was "the villain" in someone else's story. All the times I had to make difficult decisions that, seen from the outside and without context, might seem unfair or unprofessional. All the times circumstances led me to places that, from the outside, are probably incomprehensible.
Now, understanding this doesn't mean we have to accept everything or justify the unjustifiable. In the professional world, as in the personal one, sometimes things simply don't work out. A provider might not be the best option for our project even though they're an excellent company. A collaborator might not fit our team even though they're a brilliant professional. A client might not be right for us even though their project is fascinating. This is hard. It really is.
But, taking "Sonder" into account, what does this perspective bring us?
Because sometimes understanding the complexity behind a business decision doesn't change the outcome—but it definitely changes how we write the next chapter.
Many thanks for reading me,
Maria