Don't Read This!
By Craig Ross and Steven W. Vannoy
Based on concepts in the upcoming book, "Leadership Gold" by Steven W. Vannoy and Craig Ross.
Have you ever told someone not to do something and they've gone and done it anyway? A client of ours used to handle safety concerns in this way and after Pathways to Leadership training, they reversed their approach with good results. They attribute their new approach to this single mind factor, resulting in a significant decrease in workplace injuries. Previously, they were busy telling their teammates where not to put their bodies -- and the accident rate was much higher.
"Don't place fingers on shield."
"Don't cross yellow lines."
"Do not proceed without goggles."
Unintentionally, even in an area as important as safety, the plant was setting themselves up for failure. By shifting the focus towards what they wanted their employees to do, they witnessed an immediate reduction in work-related accidents.
"Keep fingers off the shield."
"Stay this side of yellow line."
"Wear Goggles."
What happens if, with the best of intentions, we're actually sabotaging our best efforts to lead others and ourselves?
What happens if we've actually been leading those around us to the very actions we're trying desperately to eliminate?
Mind Factor: The brain can't avoid a "don't."
Don't," "stop," "quit," and "never," permeate many work cultures. Without intending to, some managers, by instructing others on what not to do, have actually reinforced their employee's focus on the very thing they don't want them to focus on. How? Because they, like you and I, can only focus on one thing at a time.
As much as we'd like to have everyone around us be adequately skilled, self-disciplined, responsible, self-starting, honest and accountable, the truth is they're not going to develop those qualities by informing them what not to do. What's required is a leader somewhere, sometime, who begins to invest in building those positive, productive qualities in others. The leaders capable of doing that are reading this.
Does this mean leaders should never say no, don't, stop or quit? Absolutely no. (There, we just did it.) Wimpy leaders, those who have the inability to say no when necessary, cost organizations millions of dollars in wasted resources. It is a drain that should not be tolerated. We have no patience for wimpy leadership. None. Zippo. Zilch. For instance, in a Wellness Culture, if an employee has been fully communicated with and clear guidelines have been established, and there is potential that their actions can cost the company resources, then it is imperative that we inform them, "This behavior cannot happen again."
However, what happens if a Wellness Culture has not been developed? What happens if there is a lack of trust, little communication, and a 'problem-focused' approach to issues - and then the leader says 'no'? In these cases, employees build immune systems for their own survival: and the 'no' becomes lost in a sea of toxicity. Conversely, when a Wellness Culture is present, people trust one another, there is full communication, a 'solution-focused' approach to issues - in these cases, a 'no' actually builds individuals and the culture.
Proof: if you were doing something wrong would you want to be told about it? Most likely, your answer is yes if the person telling you was one you trusted and have established a relationship with.
"I now use my 'no's' and 'don'ts' sparingly. I try to keep them in my pocket for those rare cases where someone has gone outside the guidelines that we co-created upfront. When it comes to leading others, focus is everything; a misplaced or mistimed 'no' from me can dismantle in seconds everything we've worked so hard to build." Brett Kleffner, Heska Corporation
The least effective approach to leading others is to inform them of what we don't want them to do. It kills esteem, corrodes trust, and can take the individual's focus in the very direction we don't want them to go.
Our challenge as leaders is to communicate what is important to us (give clear guidelines) - and allow the individuals to determine the best way to accomplish the task. This co-creation of objectives insures greater results due to enhanced ownership and internal (rather than external) motivation.
When the pace of business doesn't allow a leader to co-create objectives with others, then they them must communicate what they want to be accomplished. However, they can still enhance ownership and motivation by engaging the participant in the process.
Consider the possibility that those we lead are focused on exactly what we've directed them to focus on.
(c) 2003 Pathways to Leadership, Inc. ALL RIGHTS RESERVED.
