“There just a mob of whingers,” an exasperated manager barked at me recently, in contempt at the reactions of one team of notorious whiners (who are managed by another manager) and their insistence that a particular event (in his area) be investigated further when inaction on their part probably caused it. We had a situation of corporate dissonance -- disparate means and ends. My reaction? Composure yes, but not the distinctive leadership required to counsel this executive in making the most of the situation; any situation for that matter.
s
I find this happens often. In the heat of the moment there’s a flurry of blows and little composure by the various sides in conflict to retreat momentarily in order to re-assess goals and methods. Who wins? Nobody. People in teams polarise; they take their positions. They develop resilience in defending staunchly to the bitter, decisive end -- an end that was never meant to be -- a classic and tragic irony when all parties are apparently ‘on the same team.’
I find this happens often. In the heat of the moment there’s a flurry of blows and little composure by the various sides in conflict to retreat momentarily in order to re-assess goals and methods. Who wins? Nobody. People in teams polarise; they take their positions. They develop resilience in defending staunchly to the bitter, decisive end -- an end that was never meant to be -- a classic and tragic irony when all parties are apparently ‘on the same team.’
s
How important is seeing from the proper perspective in these situations? – And further, what’s required? First, it’s having the awareness that something’s going awry and knowing what to do. Second, it’s having the courage to act. Third, it’s actually designing, and adhering to, a process to get there. Sometimes it’s actually even enough awareness to raise a question or two of doubt to get the disparate parties questioning their positions enough to want to see the other party’s viewpoint.
How important is seeing from the proper perspective in these situations? – And further, what’s required? First, it’s having the awareness that something’s going awry and knowing what to do. Second, it’s having the courage to act. Third, it’s actually designing, and adhering to, a process to get there. Sometimes it’s actually even enough awareness to raise a question or two of doubt to get the disparate parties questioning their positions enough to want to see the other party’s viewpoint.
s
Most of us know that true leadership is paradoxical. We might appear to be the ones in control, but the approach needs to be the flipside of this to ensure effectiveness. We are to be sacrificial and servant-hearted. This is the only way the team-result or team goals can emerge and actually be seen. Any talk or action less than that which is self-effacing can generally harm the accurate deployment of acts toward the objective. It weakens it. Why introduce anything into the operation toward the main goal that might bring it undone?
Most of us know that true leadership is paradoxical. We might appear to be the ones in control, but the approach needs to be the flipside of this to ensure effectiveness. We are to be sacrificial and servant-hearted. This is the only way the team-result or team goals can emerge and actually be seen. Any talk or action less than that which is self-effacing can generally harm the accurate deployment of acts toward the objective. It weakens it. Why introduce anything into the operation toward the main goal that might bring it undone?
s
The leader is to be focused on the objective at all times and then influence all relationships, keeping them ‘on board’ in the process. They’re not offended personally. Not even personal jibs are taken literally as they threaten the project -- the reason for being. Leaders cannot afford to break faith. Offences have nothing to do with it.
The leader is to be focused on the objective at all times and then influence all relationships, keeping them ‘on board’ in the process. They’re not offended personally. Not even personal jibs are taken literally as they threaten the project -- the reason for being. Leaders cannot afford to break faith. Offences have nothing to do with it.
s
But, break faith we will do, or at least we’ll be sorely tempted to. This is why clarity of thought and purpose need to be uppermost in a leader’s mind. It requires focus on simplicity that brings power to bear that can be directed positively and healthily in the right direction.
But, break faith we will do, or at least we’ll be sorely tempted to. This is why clarity of thought and purpose need to be uppermost in a leader’s mind. It requires focus on simplicity that brings power to bear that can be directed positively and healthily in the right direction.
s
We lead without emotion and we decide in the realm of grace for the protection of all, and most of all for the achievement of the goal at our end. Love covers over all wrongs as we manage to be able to keep people happy by simply stepping out of the emotional chasm. Yet, we can only see this later on; of course, it requires faith to do this. And this faith is fuelled by experience. We’ve done it before like this and it has succeeded. We trust the result this time because our hope has substance about it. Who says leadership is not spiritual? We cannot afford to allow our emotions to tarnish the task at hand.
We lead without emotion and we decide in the realm of grace for the protection of all, and most of all for the achievement of the goal at our end. Love covers over all wrongs as we manage to be able to keep people happy by simply stepping out of the emotional chasm. Yet, we can only see this later on; of course, it requires faith to do this. And this faith is fuelled by experience. We’ve done it before like this and it has succeeded. We trust the result this time because our hope has substance about it. Who says leadership is not spiritual? We cannot afford to allow our emotions to tarnish the task at hand.
s
The truth is most people don’t see themselves as leaders. A warped illogicality on this thinking is everyone is a leader; we lead perhaps vocationally, in our families, and even express leadership over our own lives... we decide how to live our lives don’t we? Is that not leadership? Most leadership is informal -- it’s no less important than formal leadership. Wherever we make decisions we exercise leadership.
The truth is most people don’t see themselves as leaders. A warped illogicality on this thinking is everyone is a leader; we lead perhaps vocationally, in our families, and even express leadership over our own lives... we decide how to live our lives don’t we? Is that not leadership? Most leadership is informal -- it’s no less important than formal leadership. Wherever we make decisions we exercise leadership.
s
The next time things appear to be breaking apart and falling apart at the seams, we don’t break faith -- we show distinctive leadership; that’s holding true despite the temptation to buckle. We continue to serve even as things get tougher. We can overcome the present difficulty if we don’t give up. The first sign that we’re giving up is when we begin to allow a relationship or relationships to ‘go south.’ We must protect people and protect ourselves from this. Let’s not break faith. Let’s stick to the main plan. If we protect our relationships and the dynamics at play, we’ll soon know what to do.
The next time things appear to be breaking apart and falling apart at the seams, we don’t break faith -- we show distinctive leadership; that’s holding true despite the temptation to buckle. We continue to serve even as things get tougher. We can overcome the present difficulty if we don’t give up. The first sign that we’re giving up is when we begin to allow a relationship or relationships to ‘go south.’ We must protect people and protect ourselves from this. Let’s not break faith. Let’s stick to the main plan. If we protect our relationships and the dynamics at play, we’ll soon know what to do.
s
Copyright © 2008, Steven John Wickham. All Rights Reserved Worldwide.
Copyright © 2008, Steven John Wickham. All Rights Reserved Worldwide.
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