Changes: Diagnostic Leadership

Leading Change: When People Don't Know What They Don't Know

Western culture likes to wave the "total participation" flag when it comes to business decisions and implementation. I've spent time in this series discussing the importance of involvement and erring on the side of inclusion. The assumption, though, is that people have some degree of willingness and ability to do what needs to be done to make the desired change.

But what happens if people are unwilling, unable, or both?

General George S. Patton who, while never accused of being warm, fuzzy, and participative, was successful by anyone's standards when it came to quickly making changes in the worst of circumstances. And the attrition rate in Patton's armies was the lowest despite the greatest level of exposure.

The key was this: The average soldier may not have known what to do in an overwhelming situation and even if he did, the consequences might create a sense of hesitation due to uncertainty or fear. Patton did know what to do and how to do it. And he knew how to explain the benefits and consequences of action vs. inaction (if needed).

Quickly assessing willingness and ability--then leading a myriad of changes and changes-within-changes accordingly--can be seen in a study of his actions.

What happens when you do a quick assessment of your "change" and realize: "I'm not seeing a groundswell of support or the ability to get there even if there were support!"

What To Do

In the absence of either or both of those factors, effective leaders become directive: They tell people what to do, show them how to do it, bring them along the learning curve, and don't back off until the level of performance required can be achieved without close leadership. To do anything less would be to treat people badly. Think about it: If you have to do something but don't understand why or how, aren't you looking for someone to step in and offer the necessary context, structure, and teaching?

This also assumes that the necessary level of willingness and ability can be reached. If it can't, some people will have to opt out or be asked to leave based on one or both factors. Why?

1. Performance can't be achieved

2. People who are unwilling are toxic to the effort. If they are allowed to stay they will be the ones who set the standard. And the standard will be one of "status quo" or "lowest common denominator", not "let's accomplish all that we can."

3. People who are unable--even with training and education--need to find a new place where they can excel. It's not a matter of what they have contributed in the past. It's what they will be able to achieve for themselves and an employer in the future. There is every reason to help people in this category with the transition as well as sincerely celebrating their contributions.

The Diagnostic Leader

Really effective leaders are also really effective diagnosticians. They understand what they specifically want to improve and then diagnose the willingness and abilities of those who are critical to success. As a result, they operate with the right mix of direction and participation and know when to shift back and forth.

I've said this before but it's worth repeating: Prognosis without diagnosis is malpractice.

Don't tell a perfectly conscious patient where it hurts.

And don't ask an unconscious patient to participate as an active partner in the treatment.

Comments

[trish]

I’ve been reading your blog and think that you or your readers might want to participate in this event. If so please share with others with my thanks!

Conversations Live with Vicki St. Clair is celebrating the close of its third year on the air with a special monthly segment with Dream Coach - Joyce Chapman.

If you ever wondered what its like to work with a life coach, you can find out now for FREE. Joyce is a dynamic life coach that specializes in helping people live their dreams. Now you can ask her a question that will get answered on the show. Just email Joyce your question here (making sure to put Conversations Live with Vicki St. Clair in your subject line) dreams@joycechapman.com.

Additionally, to honor the incredible guests appearing on the show these last three years -- people that help us stretch and become a catalyst for change, Vicki is asking listeners to share their mantra. Her mantra has become, "How do you want to show up today? In this situation? Under these circumstances?" So what's your mantra that inspires you daily? Share them by email - vicki@conversationslive.net. Or call 800 495 7617. Don't be shy!

Conversations Live with Vicki St. Clair is broadcast live Mondays at Noon Pacific Time on Seattle's KKNW AM 1150 & FM 98.9 HD ~ Simulcast Worldwide! Learn more here: http://www.conversationslive.net/

[Executive Leadership Development Programs]

Great post for aspiring leaders. Leadership is such a hard thing to master, even those that are smart aren't guaranteed to possess it.

[Travis Branzell]

"effective leaders become directive: They tell people what to do, show them how to do it, bring them along the learning curve, and don't back off until the level of performance required can be achieved without close leadership. To do anything less would be to treat people badly." I agree!

So many leaders out there are quick to tell others what to do but don't follow through with mentoring their subordinates to the point of success. Some may not need to have their hand held the entire way, while most need details and hands on training to reach peak performance. This is true in any field, even professional sports. Look at all the undrafted NFL free agents that skip around from team to team until they find a coach that sees a quality in them that they can build on and they take the initiative to develop the player. Inspiring leaders that show you the way to success and help you develop your skills are a rarity.

[Bennie Boles]

To many times managers will initiate changes with out adequate training, leaving those in lower levels frustrated, not understanding or able to meet the stated objectives. The totality of this mistake could ultimately undermine the overall direction leaving the organizations morale in shambles.

Being able to put the right person in the right place at the right time is critical to the success of the organizations and the members there in. With attention to detail and a willingness to work it to completion, managers/leaders would see their organizations and people excel beyond expectations.

I am currently enrolled in the Organizational Leadership (B.S.)program with Mountain State Univeristy. Your blog is an excellent source for inspiration and research.

[Steve Roesler]

Travis

Your example of the revolving-door athletes is a good one. Suddenly, a bumbling running back becomes a star? Nah. A good coach saw the spark and lit it.

[Steve Roesler]

Bennie,

Thanks for taking time to weigh in, and all the best with your Leadership studies at Mountain State.

[Lon Roland]

So...how does one go from being a team player to the team leader (without the benefit(s) of support...even as a team player and especially a team leader?
Yep...you guessed it! Thrust into the lead dog spot (no pun intended) in a setting that was least desirable but necessary.

[Steve Roesler]

Lon,

I think you're barking up the right tree.

Sorry. Couldn't resist.