Our leadership dexterity relies on our ability to observe, interpret and respond to the behaviours of those we lead. Two critical questions we should be asking ourselves are:
“What in the current climate is making people change the way they normally behave?” and
“How do I respond in order to give people what they need but not necessarily what they demand?”
The current levels of uncertainty in the business environment are generating very high levels of insecurity and of people feeling vulnerable. Uncertainty caused by the pandemic and by Brexit, along with the challenges these present to their organisation, create a sense of vulnerability. People are worried about their job, the space they will be working in and the people they’ll be working with going forward. This vulnerability can bring out a range of behaviours in people. Not least of those is the wish to be directed, told what to do and given certainty of task and direction. They demand, often subconsciously, to be given certainty even when none exits.
We can see this played out with the media and public demanding answers and definite dates from politicians and scientists as they try to provide a road map in a completely unknown situation. Watching this theatre, you could easily conclude that people would rather be lied to than given the truth that “There is NO absolute dependable road map”.
Unfortunately, the phrase “It depends”, although true, is a multiplier of insecurity.
The inadvertent invitation to leaders is: “Direct us, tell us and remove doubt, don’t worry about this consensus seeking leadership stuff, give us certainty . . . please!”
So, what should we do to avoid getting sucked into this little piece of personalised theatre?
Firstly, it is essential to notice when it’s happening and to manage our own reaction to it. Secondly, it is essential to regularly hold discussions with our team/s or within the business we lead, sharing and discussing thoughts and feelings and reducing the isolation that increases insecurity, debating “what ifs” and the options to be taken depending on the situation as it evolves. The discussions can rarely give people the absolute that they may desire, but there is still every reason to keep the debates going. When we share problems and develop joint coping strategies people feel more in control and this, in turn, reduces insecurity and its associated behaviours.
The working only from home situation potentially puts an added barrier in the way of this communication. Web based meets do not connect people in the same way and over the last year people have learnt to cope without the connection. But this doesn’t mean they don’t need it.
The leadership challenge is to continually establish forums for connection and discussion, even and especially when, there’s no immediate operational need to meet.
By Colin Dulson – Managing Director at Berrison Ltd
If you would like to know more about how Berrison can help please contact us: connect@berrison.com
