Six Leadership Tensions

I was reading a recent issue of Harvard Business Review. In an article about reinventing your leadership team the author describes “six paradoxical expectations of leaders.”¹

A conversation recently with a friend describes this tension well. He told me that a early in his career a colleague told him “you see in black and white. . . you must allow room for the gray.” That is what effective leaders do. They see a tension between extremes in much of their leadership and determine how to walk in that tension.

I would suggest these are only a few of the tensions that exist, but here is what the research from a 2021 survey of 515 businesspeople found.

Strategic Executor

Leaders see more before others. They can see the path that needs to be taken, or at least the next step. That is only one half of the equation. An effective leader not only develops the strategy and vision, but also knows how to implement the vision to make it reality. The tension to balance: strategy and execution.

Technology with Humanity

It seems like each day a new technology arrives. As leaders we can get caught in “shiny object syndrome” chasing the newest technology to get our team results. Technology is helpful and can improve our efficiency and output, but without humans technology has limitations. As we look at technological improvements I suggest we ask: how will this help our people/clients and their results? If the technology does not help people then we may want to reconsider it’s implementation.

Politician with Integrity

I’ve been a part of a couple larger organizations. Regardless of the purpose of the organization: profit, non-profit, volunteer, etc. there are people. Where people exist there are political dynamics. I don’t like it, but we must admit this as a reality. Honestly, I’d rather stay out of the politics of any organization, but as a leader this comes with the role.

Effective leaders know how to navigate these relationships in a way to get results while holding to their values. Not only does balancing this tension help leaders get results, but it also increases their leadership credibility. Doing the right thing no matter what always ends up with a positive long-term return.

Confident Humility

The article uses the term “humble hero” to describe the tension between confidence and humility. In his book Good to Great author Jim Collins found this trait to be a key to performing at the highest level as a leader. He describes them as “level 5 leaders.” His research found these leaders have a balance of intense drive and humility. Being willing to push forward amidst fear and admit your part in failure will be a tool in balancing this tension.

Broad and Narrow

The research describes this as a “globally minded localist.” As leaders in our present world we have to think globally. We are one social media post away from sharing about what we lead with the globe. Global may or may not be where our business will best serve the world. As leaders we must stay in tune with both the local and global needs for what we provide and determine where we can achieve the best results.

Traditioned Innovator

We would not be where we are today without those before us. I could not be typing on this computer if Edison never invented the light bulb which led to many other technological advances. As leaders we lean toward change and innovation. The tension is respecting the past and how it helped you arrive where you are while continuing to look ahead to the possibilities for the future. Balance the tension of learning from past success while looking forward to new opportunities.

There are six tensions. How are you doing in each of these areas? How do you need to grow in your leadership in any of these areas? Need help thinking into strategies for becoming more effective as a leader? Contact me to set up a powerful thinking partner experience at no cost to you. Lead Well!

https://hbr.org/2022/01/reinventing-your-leadership-team retrieved May 25,2022