Insights: All it takes is a different perspective

Are they clear?

Throughout human evolution, knowing where you were mattered. Having confidence in your surroundings, knowing what to expect and how to navigate it was fundamental to survival.

If your people are stressed, stuck or frustrated, it is often due to inability to navigate in some key area of concern.

• Can they solve the problem in front of them?
• Do they have the skills, resources and support they need?
• Do they even know what is expected of them?
• Do they believe that is even achievable?
• Is there too much change to be able to navigate wit confidence?

Any one of those is enough to initiate stress-based reactions that show up in reasonably predictable ways.

Micro-managing for instance, is often an attempt to get control and enough information to feel confident [but it’s never enough]: 

“I need to know the details, need to check we’re making progress and not going off track.”

Absolute, aggressive, or demonstrative behaviour is another way people recover their sense of control, and often a sign of insecurity or imposter syndrome: 

“I don’t know what I am doing here; I feel a little out of my depth.”

People don’t make life difficult for themselves for fun (well, not often). 

If you can see these behaviours in your people it is worth checking in to help them feel as clear as they can be about how to navigate.

Often, all it takes is a simple nudge, a different perspective, that helps them have a sense of confidence in how to move forward.

What simple action can you take to help yourself - or someone else - gain some clarity and direction?

A Failure of Imagination

Most people are just trying to get by, navigate their world safely, and cooperate with the people around them.

They are not deliberately being difficult.

If your people do behave like pork-chops from time to time, it is often because they cannot see or don’t have better options that arise in their consciousness at the time. 

They are just trying to solve a problem and keep themselves safe. It is not a fun place for them to be either.

So our job as leaders is to look deeper than just the surface behaviours.

To be open and curious and imagine what it may be like to be them, what is the problem they are trying to solve (albeit in an unproductive way).

Ask what could be going on for them?

• Are they struggling because they don’t understand the work to be done? Lack the skills or resources?
• Do they know what’s expected?
• Do they know what they ought to do, but are afraid to do it?
• Are they worried about reputation damage?
• Are they overloaded?
• Are they worried about getting into trouble or looking foolish?
• Are they right about something - and are frustrated about not being heard?

It is easy to blame others for what looks like poor choices and then judge them for their behaviour.

Recognise the line of thinking, “How could anyone behave like that?” as being a failure of your imagination.

It is a failure of imagination and curiosity because it is easier to blame and judge. This merely adds to an antagonistic dynamic, which never helps.

It does not mean that we condone or accept the behaviour, but as leaders, our people are the work.

You can help them level up and become more open, at ease and confident. Working well with their colleagues and making valuable contributions.

Then you can focus on your own tasks.

Cheers,

Nigel

www.nigeldonovan.com