In Leadership Context is Everything
Posted: Friday, June 25, 2010
by Brenda Kerton
Capability Insights Consulting
At one point in my leadership life I began to believe that people are neither rational nor logical. Google either of those words and the definitions will look something like:
Definition of rational - consistent with or based on or using reason
Definition of logical - capable of or reflecting the capability for correct and valid reasoning
I considered that perhaps I was capable of logic but "they" were not. There were 3 serious issues with this possibility:
- Based on my previous statement about people not being logical or rational, I would have been a non-person.
- The arrogance of such an assumption would surely astound even the most Trump-like amongst us.
- And pragmatically, I had seen "them" be logical and rational many times before so I knew this possibility was not realistic.
- I stopped ranting and starting asking. If someone involved with a project was not acting or behaving like I expected I simply asked what was going on for them. Sometimes they had valid reasons that needed to be considered as part of the project implementation. Occasionally I disagreed with their reasons. At least we had the basis for a good discussion that didn't exist before I asked.
- I started making the project and change rationale visible early and frequently. Way too often I found that peoples' personal reasons for their actions were based on assumptions about the rationale of the project and change. It is just so much easier to get everyone on the same page as early as possible!
So, in fact, people are quite rational and logical when you understand the context they are working within. Good thing since my whole light-bulb process feels quite logical and I'm now in no danger of being a non-person!
What does this mean generally for leadership and for managing change in your organization?
- Help people understand your reasons for the improvement initiative and the change. The people in your organization have an almost insatiable need to see their leaders being logical and rational. More importantly, they will make assumptions about the rational. Those assumptions are often wrong.
- Ask questions. Solicit feedback. Find out about the personal context. You will very likely learn things that allow you to tweak your project for the better. Listening willingly is also a necessary skill for a leader.
By the way, I'm not suggesting that irrationality and poor logic don't exist; just that we jump to that conclusion more often than necessary. And it hurts our ability to improve our organizations.
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Top-level comments on this article: (5 total)Yes, leadership can be a daunting task, if the steps you mentioned are abided by. I think that feedback is important as well because you get a sense of where your 'troops' or team is coming from. I had led before and I paid close attention to what the person had to say then included my suggestions.Thanks James. You are right that leading becomes easier when you do less talking and more listening!
Jumping to conclusions raises so much dust! I find that life and people are a lot easier to deal with when I remember to ask the questions. Thanks, I enjoyed your article.
Really interesting article, I never knew that information, so thanks for sharing. Thanks for the info
Just as one man's trash is another man's treasure; one man's logic may be another man's insanity-Interesting article- Thanks- Always- EllaElla, great quote!! Thanks so much.
makes a lot of sense Brenda. Now try and reflect on natural and logical
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