The Type 2 Leader
Here’s a thought
“Is it me, am I the problem?”
A few years ago in our workshops I asked participants whether they were a Type 1 leader (asks ‘what’s the problem and how are we going to fix it?’) or a Type 2 leader (asks ‘what’s working and how can we do more of it?’). Over the course of about a dozen workshops all in the construction industry we collected about two hundred ‘show of hands’ responses. Eighty three percent of the people were problem focused.
The trouble with problem focus is as soon you call something a problem you signal that something is wrong and very quickly your people start to question themselves – “is it me, am I the problem?” Working at a subconscious level this leads to a sense of unease then loss of confidence, hesitation and ‘I’m going to keep my head down here’. So the problems build and as the leader you are left thinking ‘am I the only one round here who can fix things?’ Problems persist and one day you think ‘is it me, am I the problem?’
When I was a manager I thought I had the answer; “don’t call it a problem, it’s a challenge!” Now I realise that was just a play on words, my body language was still: problem, wrong, needs fixing. Also calling everything a challenge infuriated colleagues – “Dave it’s not a challenge it’s a bloody problem!”
So, I’m calling time on this problem fixing mentality. How about we start asking ‘what’s working round here and how can we do more if it?’ – search out the positive deviances.
In his book “The Power of Positive Deviance”, Jerry Sternin describes a methodology used to solve some of the World’s toughest problems. In one example he was given six months and no budget to solve child malnutrition in Vietnam. He searched villages for children above average weight and height for their age and asked their parents about their diet and how they could help other parents discover the answers for themselves. He created a movement of self-generated success.
Back in UK construction I have been asking people what they talk about in their meetings. They tell me its mostly burning issues and problems. Apparently we engineers revel in it, though I am not sure if that is the best use of our collective time together or at least not all of our time together.
If you were to have a meeting where you didn’t talk about problems then what would you talk about?
If you are interested in exploring new perspectives, then you will find our book 21st Century People Leadership useful. If you would like a copy please send your details to tracey@dsabuilding.co.uk and we will send to you by post, free.
The next edition of ‘The Leader’ will be with you on Tuesday 4th February 2014.