Factors that Demand the Leader’s Attention
The following is an excerpt from Seasons In Leadership, Chapter 1, The Model:
If seasons are characterized by change, and if leaders are to meet these changes most effectively, it follows that there are specific factors that deserve, even demand, attention.
What is this season characterized by? These are contextual truths and could include market forces like the economy, competitive activity, customer behavior, as well as the emotions, attitudes, and tendencies of our people. Ultimately, this is about what’s going on and how we’re making sense of it. It deserves calling out that there can be multiple realities at play—this is true and this is true and . . . Further, there can be differing realities, particularly when it comes to people and how they’re making sense of the reality. For example, when considering a crisis situation, there may be some in complete denial while others are nearly paralyzed by fear when faced with the same evidence of what’s happening around them.
What should be the organization’s focus and activity? Whatever is true about the forces acting on us, we can choose how we respond—and let’s face it, some choices are better than others. By identifying where we should be spending our energy, leaders are effectively establishing the rallying cry that gets everyone on the same page and aligns applied resources accordingly. The choices we force determine resource allocation (where, what, and to what extent), what gets measured and reported, and the like.
What is the leader’s role? In order to align everyone else, the leader must identify, understand, and step into their best role relative to the season. Is it one of being highly directive? Is it that of “chief listener”? Organizational behavior demonstrates repeatedly that those within the organization take their cue from the leaders. Leadership is not an act in terms of fictional theater. However, using the metaphor, if the leader is the director, everyone—the lead and supporting actors, the stage crew, the makeup artists—is taking their cues from the leader. Therefore, it’s essential that leaders consider and choose wisely how they will conduct themselves.
What is the proper tone and message for how and what we communicate? Study after study demonstrates that people respond as much or more to how information is communicated as compared to the information itself. The channel(s) of communication, its theme, sequence, and frequency all merit intentionality if we stand any chance that those involved will accurately understand what’s happening, what’s at stake, and what is needed.
What do we want people to believe? An argument can be made that the preceding four factors all lead to this ultimate fifth factor. People act on beliefs. Attitudes are driven by beliefs. Note, there is an element of marketing here. Think about marketing for a minute. Ads are designed to make us believe something so that we will take action. It seems every third commercial on TV is for insurance. Each will save you money, each will be there when that unfortunate event occurs, and each will greet you with the friendly face of a dude in a red polo, a team dressed in all white with aprons on, or a lovable little gecko. Wireless carriers, another third of all TV ads, are not be outdone. The final third is made up of that piece of exercise equipment that is going to develop ripped abs, the latest blockbuster that is a must-see, and, yes, that book, it’s a must-read. Bottom line, shoppers don’t act until they believe their decision to buy will yield their desired result. I believe the same human dynamic is true in organizational life. When I’ve had leaders I believed in, I would do absolutely what was needed to follow their lead. I’ve also had a couple of doorknobs in my career that, shall we say, inspired less commitment.
The working hypothesis for this entire book is that these five factors are relevant and can be applied to any season in organizational leadership. No doubt, there are nuances or other ways to dissect seasons. Whether this construct is applied or spurs reflection to new and better thought is not as important as leaders doing the work to understand their season and the resultant action for which it calls.
For Reflection or Discussion
Reflect on your professional experience. Does a season come to mind that would fit the five factors? What did you believe at that time and why?
Find out more about Seasons In Leadership.