Last week I wrote about the need we all have as leaders to become aware of our judgments of others – our mental whipping boys. My point was to develop the skill of stepping outside your judgments and strong opinions and to see yourself judging. Let me exemplify this and push to why it matters.
I am a people person. I am intensely (small d) democratic – believing everyone matters. I see people as made for growth, and I place faith in imagination, innovation, and collaboration through which individuals and groups can rise to any challenge and accomplish awesome things. I absolutely love the uniqueness of people and celebrate that individuality. (Myers-Briggs afficionados would not be surprised that I’m an INFP.) That’s all lovely enough. Most of the time I just AM that person. But unintended developments accompany my just being this way.
Instinctively, I don’t appreciate or particularly enjoy people who oppose what I value. For instance, I get quite indignant when people are disrespected, when authority comes crashing over the top, and especially when the combination of authority and rules reign over creativity and individuality. Going back to last week’s RFL, my preference – or bias – shows up as judgment. So, as a young adult, I sneered and looked down my nose at “anal retentive” people who obsessed about “stupid details.” I despised people who thought that because they were the boss or coach or teacher their opinion mattered more. And I disdained what I felt was over-reliance on “what’s worked in the past.” When I read leadership writers who pointed out the errors of rigid bureaucracies and standard operating procedures, I took that as proof that my way was the way. And, here’s the leadership point:
From the standpoint of the group, the effect of my judging was that I devalued precisely what I needed the most! I naturally bring creativity, idealism, and deep respect for the individual. But to execute, I need experience, reality, and structures and systems that are predictable and workable. There is no way to implement anything of the slightest complexity without people who ask, “How much time will it take? How will it affect the rest of the work? What are the predictable obstacles?” But, how likely am I to take on this wisdom if I see these potential allies as “control freaks,” “anal retentive,” or “people who can’t see the forest from the trees?” Obviously, I won’t gain their best value.
I married an awesome person – opposites do attract. She is a field general. She’s comfortable with her authority, moves big pieces on the board (even if it’s hard for some individuals), is highly task-oriented, and wants to know “how will this work in real time?” Is there friction between us? Of course! For example, her first instinct is to push Jack to get his homework done, while my instinct is not to put priority on today’s homework but on Jack becoming self reliant.
When we step back from our instincts, biases, predilections it’s pretty obvious that so many of these daily leadership dilemmas and conflicts are really not either/or. We need both vision and execution. Need both justice and mercy. Need rules that treat everyone fairly, and also that leave room for individual differences. The first step to getting to this both/and, win/win framework is to come to clearly see our own biases. What are yours? Knowing them is key to value the complements you’ll need to
Lead with your best self,