Inviting your board or staff to become disrupters rather than engage in group think

 

Organizations love to live in the comfortable because the uncomfortable creates anxiety and questions that are not easily answered. This is the major reason that board members, for instance, love smooth and friendly meetings. It is why they keep hard questions to a minimum, don't tend to ask them, and live with the hope that all is okay rather than dealing with known issues. 

It is also why many leadership groups do the same thing. They do not invite disruptive questions or observations, especially if it would make the senior leader uncomfortable. This is the nature of organizations and the pressure to keep people comfortable rather than challenging what is. Those who ask disruptive questions are often marginalized or put in their place by other group members. 

How, for instance, did the Willow Creek Church or Harvest Bible Church dysfunction go on for so long, and how did the boards and staff disregard what was so apparent to those on the outside looking in? In both cases (and in multiple other cases), the desire to live in the comfort zone precluded candid discussion about what was actually going on, and in both cases, a lot was going on. In retrospect, it seems incredible that no group member called the question. Still, it is testimony to the intense pressures to ignore what is inconvenient or potentially disruptive and the power of groupthink.

There is a much healthier alternative, but it takes leaders who possess self-confidence, courage, and nothing to prove, nothing to lose attitude. It is an open invitation to engage in robust dialogue where any issue (read that again) can be put on the table except for a hidden agenda or a personal attack. 

Robust dialogue is an invitation to explore new ideas, ask disruptive questions, speak candidly without reprisal, and do so for the organization's good. It is a rare commodity in most churches and organizations. The result is that issues don't get addressed in a timely manner, those who speak candidly are diminished, and the return on mission is compromised. Unfortunately, it is a rare organization that values disruptive questions, ideas, or observations.

When I led a large international organization, I only put someone on the senior leadership team who I thought would be willing to challenge, disagree with, or take issue with me. I wanted an organization that didn't settle for comfort at the expense of being everything we could be. It made a big difference. 

Any leadership group: a board or executive team is wise to ask the question: Do we value disrupters, or do we love comfort? Have a candid conversation around that issue and see what you learn together. 

See also

What leaders and board members don't know and why

Curiosity and hard questions create discomfort but are the path to becoming better

In many organizations, those who ask the best questions become the object of criticism while the questions remain unanswered

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!