The #1 Pitfall for Non Agile Leaders
We cannot solve our problems with the same thinking we used when we created them. – Albert Einstein.
As a coach, I notice how leaders want to be seen as knowledgable when they want to leave their hallmarks and contribute to organizations. In return, organizations value heroes who know-it-all, who are experts at what they do. So, when a leader leads a team or a conversation, often s/he will fall into the trap of “solving the problem” to be the hero. Usually, when there is a discussion, three things can happen either an escalation of who faces the worst problem, diving right into solving the problem or plane avoidance. That is the basis of any relationship.
How often do you experience with the situation of a team member coming to the leader telling “there is a problem A.” That is when there is a good relationship already; otherwise, you wouldn’t even know, as the culture is not safe for people to share what is wrong. In good times, they can ask, “what should we do with this?”. It is a loaded question for the leader who does not hold all the cards on the matter. When the leader is a great hero and thinks fast, s/he will say, “start by doing X, then ask Mr. John for the input on X; then you can launch Y.” The team member will nod and leave. But at its desk, s/he will share how stupid the idea is because Mr. John does not know that provider Z is slow and delivers poor quality material. The leader goes about his routine, putting out the fires of the day, even the week, forgetting about the problem until his boss comes and asks for an explanation on problem A. It has now escalated to become serious.
Why Is Solving Problems a Pitfall for Non Agile Leaders?
If you are a manager, you execute because solving problems is your day-to-day activity. If you are a leader, you manage a team. If you solve the problems instead of them, you end up doing the work. Two consequences come from it: you become a bottleneck, and you disengage the team. Team members will understand that when facing a problem, they have to talk to you about it, and you’ll do it. Not always efficiently.
In a volatile and complex world, riding the white horse of saving every team members facing problems is impossible and will only lead to burnout and low performance. One person can’t be the hero anymore because s/he doesn’t hold all the information to form the right decision. Today, leaders need to trust and empower their teams to share what they know and come up with creative, innovative ideas. “Yes men” exist under the heroic leader who wants to solve and control everything. “Yes and men” blossom under agile leaders.
An Agile Leader Empowers Action
Let me be heroic here an telling you the one little stance Agile Leaders take that makes all the difference: they empower action. When they engage in any conversation, their unique goal is to enable the next steps. The difference here lies in the shift of focus: instead of looking at the black box of a problem, they focus on the person. When inviting a team member to start a conversation, they will inevitably clarify on what is the issue (not assuming), exploring how the person feels and what s/he thinks about that issue, clarifying the real issue and asking what s/he thinks is the action to take. It is a catalyst conversation; it catalyzes a new way of thinking.
Let’s say you come to me asking, how can I use a catalyst conversation with Susan, who is always late or sick? I would ask, “what is bothering you with that behavior?” (explore). You would say, “well, she plays a key role in the customer service as she is the one granting exceptional process when a client calls. So, when she is late or absent, the team has to tell clients they can’t do anything about their issue, and we client dissatisfaction skyrockets”. I could jump right into the problem, showing how much I know about Call Center and difficult employees. But not. I would ask: “what did you try so far?” (explore). “I’ve told Susan ten times she can’t come late without telling who is her replacement.” I’d say, “I hear here that the issue is who can grant exceptional process to clients” (clarifying the real issue). “Yes, indeed. I don’t know her team that well, and I can’t do it for her”. Now I would share what it feels for me to connect with you: “when I tend to wait for something to happen without tackling it face on, I get nervous, frustrated, jumpy, and can’t focus on my work.” You might nod to that or add something. Then I will ask you, “what do you think is the one action you can do to unlock the situation and define who can grant the process to the client?” (empower action). You would say, “I think I need to sit down with Susan and ask her for a list of people who can grant the process when she is absent and tackle her presence later.” I would say, “how do you feel with this option?” or “how likely will she give the list?”. And the discussion could stop here or continue to clarify a bit more the action in itself.
What Do You Gain At Being an Agile Leader Empowering People?
When you don’t give orders anymore, and allow people to think on their two feet, you get as many leaders in your team. Instead of X followers who wait for you, the hero, to provide the illuminating answer, you permit X brilliant people to contribute with their knowledge and creativity. You relieve your workload, focus on what matters to you, cease putting out the fires, sleep better at night, and even go on vacation, trusting your team can make the right decisions. So, here’s to your next Mojito on the beach!