A Simple Way to Consider Context

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Last week I wrote an article about why context is so important. If you haven’t read it, I humbly suggest you start there. At the end of that article, I promised to share a simple way to consider context. So, let’s do exactly that.

If you want to lead more effectively, you must lead more flexibly, and flexibility starts with context. If you desire to be consistent, you will simply lead based on your established patterns, auto-responses, and habits. If, having done that, you have ever experienced unintended consequences to your decisions or actions, chances are you didn’t consider context enough or at all.

So before outlining this simple framework to you, I urge you to be willing to flex, adapt, and adjust in your approach to any change. Holding that willingness is required for the framework to work – because if you are going to operate on autopilot, you won’t see the need for these questions.

The Scenario

A situation with a team member, colleague or customer arises. You want to respond/decide/act in a way that will be most effective. And you realize your first inclination might not (or at least you want to assure it will) be more effective. In other words, you want to consider the context of the situation rather than just acting.

The Five Questions

There are five questions you can ask yourself to better understand the context of the situation, which allows you to consider the options you have in responding.

1. What is the situation? This is the one you already know something about. People have brought you the situation, or it presents itself in some other way. This is the situation at the surface level – and is largely without context.  It is the next four questions that might change your perspective – and next steps.
2. Where is this taking place? This could be a geographical, organizational or departmental question. Is this a broad situation or a localized or one-off situation? What are the risks of it spreading to other groups/locations?
3. Who is involved? Who are the players in this situation? What do these people know or believe? What is their experience? How do they currently interact with the other players in the situation?
4. When is the situation occurring? Is this happening all the time? Has it just begun? What precipitated/precipitates it happening?
5. Why is the situation happening?  What do you know; can you learn about the motives of the players? What are the possible reasons people have made the decisions they have made up until now? 

I know this seems simple – these are not new or esoteric questions. But when you have the answers to these questions, you are in a much better position to decide what action to take, even if it is counter to your natural tendency. In fact, if the answers to these questions create some tension in your mind about what action to take (especially compared to your first inclination), it is likely a good sign that you are truly taking what you know about the context of the situation into account.

And while it is simple, and there are more advanced ways to think about context in bigger more impactful situations, these five questions are a powerful place to start in understanding context so you can lead more flexibly and effectively.

Note: Being a Flexible Leader requires we consider context. We go deeper and give you more tools (and well, context) in my new book: Flexible Leadership: Navigate Uncertainty and Lead with Confidence. This book gives you a full understanding of what it means to be a Flexible Leader and provides you with a toolkit for becoming more effective and flexible.

Pre-order your copy today.

A version of this article was previously published on my blog.

What Do You Think?

Share your thoughts in the comments – How could this framework help you today?

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