Lighting The Way
When we face a problem with no clear resolution, when we know that some kind of change is needed, but what specifically needs to be done is unclear, what do we do? Many of us, myself included, try very hard to control what is uncontrollable. We attempt to impose order and clarity where none exists. The more forcefully we do this, the more painful the result.
You can probably recall a time in your career when a leader or coworker attempted to lead change through control. The worst cases exemplify organizational tyranny. A leader imposes an edict that feels arbitrary, illogical, or unfair to provide structure or direction in an ambiguous situation. Resistance follows, and the leader muscularly squashes dissent. The majority moves forward silently, keeping their heads down and their minds elsewhere. Morale plunges, and the situation fails to improve. The leader may have “control” in such a scenario, but the group remains poorly equipped to navigate the change.
In one such experience at a small company many years ago, I recall being awestruck by the difference between two leaders in an extremely tense meeting about a delayed project. We were in the middle of a bidding process for a new software solution. Believing things were taking too long, the enraged CEO called a meeting with several of his direct reports and me, the project manager. He opened the call with a string of expletives, shouting about how incompetent everyone was. “How hard can this be?” he yelled. “We should have had a vendor selected and installed in a week! I could’ve done it myself in half that time!”
I remember looking on in shock as the tirade continued and then in even greater amazement as one of the VPs calmly responded. “David,” she began, “this is a major investment, and it requires time—both for us and the vendors. Most need at least two weeks to respond to our request for proposal.” He railed about how ridiculous it was and cursed a few more people by name. Methodically and diplomatically, she explained the current situation and worked toward a productive conclusion. I left the call with tremendous respect for the VP and a conviction to find a new job. (I quit two weeks later.)
Unfortunately, most of us have encountered leaders like this CEO, who use force to respond to uncertainty or difficult situations. This exchange painfully illustrated how poorly he understood the problem. Even worse, it showed that he was unwilling to ask questions or listen to gain understanding. His only tool for managing the situation was his anger.
Most of us have also encountered leaders like the VP, who remain calm and steady regardless of the situation. They focus on the facts, thoughtfully consider the options available, and concentrate on the actions that will keep us moving forward.
He had the title. But she was the leader.
Regardless of our role, each of us has the power to choose how we will respond to change and uncertainty in our organizations. It is easy to underestimate our impact on others, especially if we are not in a formal position of authority. You have more power than you realize.
Consider for a moment what it would be like if all the leaders in your organization chose to respond to change humanely, collaboratively, and productively. Even a few people leading in this way could make a real difference. What would you be able to achieve together?
Could you not be the person who makes that first brave example and begins to light the way?
