The Ultimate Leadership Challenge Question
A Tannin Point of View
When we aren't getting the outcomes we desire, it's easy to point to the deficiencies of others, especially those we lead. Why don't they get it? Why aren't they more engaged? When I ask for feedback, why are others so hesitant to give it? Why don't our new hires seem to be the people we thought we were hiring? Why do we never seem to have enough of the right resources to get the job done?
Maybe none of those questions is the one you ought to be asking.
When Teams Fail to Take Direction
In my experience, too many senior leaders are frustrated because employees just don't always do what’s needed. In a prior role, I participated in a technology review. As a product road map was being presented to the CEO and other senior leaders, the CEO interjected. He expressed frustration that the product in question was draining too many resources and not showing any promise. He clearly stated, "We are shutting down this work immediately and redeploying the resources to other priorities. Is that clear? Any questions?" No sir, very clear, message received.
A year later, in the same forum, with the same attendees, the CEO found himself in another presentation about that same product. After a few short minutes, he leaned over to the business unit leader and said, "I thought we shut this one down, why are we still talking about it?" If only we, as leaders, could simply give direction and then watch actions, behaviors and decisions fall in line.
Where to Place Blame
When we don't get the outcomes and results we expect, we can always point fingers and place blame. What if we started with ourselves? What if we began by asking ourselves my favorite leadership challenge question. Seize the proverbial "look in the mirror” moment. Ask, “Is it possible, that something I'm doing or not doing as a leader is contributing to this situation?”
Asking ourselves this question does not suggest we completely own the problem. Neither does it suggest we have nothing to do with it. Rather, is suggests I own somewhere between 1 and 99 percent of the issue. More importantly, it puts focus on solving the problem by taking proactive steps to change the situation. If those I lead remain disengaged, perhaps something I am doing as their leader is contributing to their lack of engagement. Have I made my expectations clear? Have I helped them connect their work to the priorities of the organization? Do I make a point of recognizing their efforts and accomplishments, or am I more focused on catching them doing something wrong?
Pinpointing the Issues
If I can't seem to get my team to share ideas and feedback, is it possible, something I'm doing or not doing is discouraging them from offering it? When they speak up, how do I respond? Do I create an experience that encourages them to speak up next time?
In the product review example above, that leader could have asked, "Is it possible something I'm doing or not doing as the CEO is contributing to the fact that my decisions don't stick, or I am not taken seriously?"
By asking this question, I am not suggesting leaders take the blame for the shortcomings of their employees and not hold others accountable. To the contrary, once I have reflected on what I can do differently, I can move forward with even more conviction on what actions others need to take to deliver the outcomes we need.
What's your point of view?