Fear today, gone tomorrow.
Why cautious leadership is now too risky.
Our work is a complex and nuanced gift of perspectives. Inequity and unmet needs overwhelm us, while leaders working to fill the gaps give us faith. There’s beauty in the dichotomy of good people trying to solve bad problems. And my job has taught me that societal issues aren’t born of character flaws but of unchosen circumstances that are indiscriminate in their destruction.
Compassion fatigue can accompany that knowledge for cause leaders. I’ve recently had troubling conversations with the heads of two foundations, one working to address increasing rates of teenage suicides, and another intent on stemming an alarming rise in childhood drownings. I worry about the stamina of my clients who labor against the catastrophes of climate change, the difficulty of finding foster homes for teenagers, and the complexity of loneliness and mental well-being.
Yet amidst that heaviness lies inspiration. The leaders who will improve our toughest issues are all certain about one thing, that there is a better way. They realize that worsening outcomes are a sign that our approaches to solving persistent problems must change. And the most inspiring part is this: they’re getting more comfortable with the fact that they don’t know the solution yet.
I’ve come to define leadership by this belief system. The conviction that we will win despite expanding challenges, combined with the courage to admit the answers are evasive. For a long time, I held fast to a different idea, that the best leaders held not only an unwavering vision but also a cartographer’s understanding of the fastest and smoothest path to it. I thought that the most accomplished among us shouldered setbacks silently until they could loudly cheer others on when the trail to progress became more surefooted.
I was wrong. Not about the clear vision, but about knowing the path to it and shrouding the bumps along the way. Our world and workplace have changed more radically during the last five years than during the previous 20, and that change is continuing to accelerate. Positive assurance in today’s business and cultural environment isn’t possible. Neither is success if your posture is informed by a “this is how we’ve always done it” mentality.
Last month, the Chronicle of Philanthropy published an essay by Darren Walker, the President of the Ford Foundation. In it he said: “There has never been a more difficult time to lead anything – whether a publicly traded corporation or a nonprofit nongovernmental organization; whether a global university or a local, public school or classroom.”
I couldn’t agree more. Fortunately, focus and persistence have afforded me proximity to some of today’s wisest cause leaders. Here’s what I’ve observed.
There are two types of leadership, reward-based and transformational.
Reward-based leaders set expectations, establish structure, motivate through incentives and enforce accountability. (This is a winning approach for large corporations, sales-driven companies and financial institutions.) Transformational leaders articulate a clear vision, foster growth and self-actualization, provide inspiration and challenge the status quo.
Our business and today’s circumstances demand the latter. The key deliverable being inspiration. Unfortunately, inspiration alone can’t overcome a team’s natural craving for stability, consistency and predictability. Facing failed attempts, and applying learnings to redirects and new approaches, comes with a fear of deprivation and “reactance” – a psychological resistance against perceived pressure. It’s also the only route to success. This means:
1 |
Your vision has to be completely in focus and universally understood by your team. If not, it’s urgent that you rectify that right now. |
2 |
You have to acknowledge the path’s uncertainty. But that reality needs to be coupled with an assurance that there is a way, and that we will find it together. |
I’m sure it’s no surprise that as a strategist guided by behavioral science, I’m a fan of personality tests. I find Myers-Briggs indicators, StrengthsFinder traits, Enneagram types, and DiSC assessments as enjoyable as salty snacks. My DiSC profile is an emphatic “C” for conscientiousness, making caution my default mode.
Yet I must reluctantly acquiesce, caution now carries slightly more risk than safety. It’s time to embrace a few calculated wagers, to try a different way, to launch that bold initiative – the one that both gives you hope and makes you nervous. Here’s to brave visions, humble journeys and unyielding confidence in our shared future. All are gifts.
Yours in truth,
Kevin
