What leaders and board members don't know and why

 

If you are in a leadership position, or a board member I have a question for you. How much do you really know about what is happening in your organization?

Studies show that leaders know far less than they think they do about what is really happening in their organization and that ignorance poses a danger to their leadership. It has been suggested that executives see 4% of the problems, Team Managers see 9% of the problems, Team Leaders see 74% of the problems and staff see 100%of the problems.

Anyone who consults, as I do, understands that this dynamic creates all kinds of issues that are dangerous to the organization. These include disgruntled staff, strategies that are no longer working, leaders who are creating more harm than good, and broken systems that eat up time and energy, and cost. 

Why does this "iceberg of ignorance" exist? Here are some reasons.

First, senior leaders (and board members) don't ask people in the organization the kinds of questions that would provide them with real knowledge. In fact, many in leadership don't ask questions at all. Rather, they assume that because they are in leadership that they understand and know the facts. That is a very dangerous and erroneous assumption. Leaders are often the last to know the actual state of affairs because unless asked, staff will not take the risk of being the bearer of bad news. 

Second, many leaders want to hear what makes them comfortable, not the real issues. Thus, they not only don't ask hard questions but they resist information that they find inconvenient. Staff quickly discern what it is that leaders want to hear and tailor their messages accordingly. It is simple self-preservation.

Peter Drucker is considered a management guru. He knew a ton about what was going on in industry and business. How did he know what he knew? Every morning for many years he would call "line operators" in various businesses and ask probing questions. He didn't call the presidents, vice presidents, or leadership team but those who actually did the work. And then he listened and asked follow up questions. 

One of the most strategic things any leader can do is to invest time, real time, in talking to staff at all levels. And in those conversations, ask good questions, listen carefully, and follow the trails that appear.

Here are some basic questions that will create meaningful dialogue and provide the leader with real information.

• On a scale of one to ten, what is your happiness factor in your work?
• What would make it higher?
• Do you have the necessary tools to do your work well?
• Are you being used to your fullest potential?
• What issues do you see from your vantage point that keep our organization from being as successful as it could be?
• Are there any people you work with who you think is in the wrong position?
• If you could change three things about our culture what would they be and why?
• If you were the president, what would you do differently in our organization?
• How can I and our management support you better?

The only way to truly understand what is going on outside of the rooms and meetings of power is to engage and listen to those who work at different levels of the organization. Never assume that you are getting the straight scoop from senior management. They often don't know because they don't ask the questions. But if you want to lead well, you will!

Ask the questions, listen carefully, and follow the trails and you will learn a great deal about the organization you lead. Ignore that discipline and you will be leading from ignorance. Many leaders do! Don't be one of them!

I am listening - or am I?

Listening is an interesting thing. We can do it without doing it! How many times has my wife said, "I told you that already," and it's like, "Really? I didn't hear it." 

One of the jobs of a leader is to listen to those who they supervise regarding concerns that staff or constituents have. It is not uncommon for me to hear from the same that their leader does not listen to them. Or, to put it another way, he or she did listen, but they did not feel heard. This does not mean that they didn't get their way. It means that a conversation took place, and they didn't feel their leader actually understood their concern. It was a kind of listening but not the kind that elicits appreciation.

Active listening is one where we are fully engaged and are able to articulate the concern that the other individual has. It is genuine hearing rather than passive listening. Further, it is a hearing that seeks to come to a common understanding and, hopefully, a solution that can work for both. When there is not a win/win, at least there is a mutual understanding of why! 

Why does this matter? For one, it gives regard to the concerns of others. Hearing is not the same as listening, as my wife would like to point out on a regular basis. Second, it matters that we are able to address the concerns of our staff or constituents in a way that hopefully allows us to move toward common solutions. As a leader, I should care about those concerns. If I don't, I will find myself leading fewer people. Or unhappier people. Third, those sharing concerns might just be right, and I might be wrong. But I won't know that if I don't care enough to actively engage in the conversation.

Here is what I desire people to say when they have shared concerns with me. I want them to know that I heard their concerns and can articulate them. I want them to know that if there is a way to address those concerns, I will. If I cannot move toward their solution, I want them to know the reason why. Finally, I want to preserve the relationship if at all possible. And I want them to know that I will consider what they have said - seriously.

I don't want to be a leader who "listens" but doesn't "hear." Oh, the same with my wife as well.

At Addington Consulting,

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tjaddington@gmail.com