TENSION

Jul

2023

Leadership Tension: Empowering and Controlling

I have the opportunity to sit across from many leaders. One particular day I was facilitating a leadership experience activity where the leaders would discuss various questions. One of the questions addressed the issue of empowerment.

I asked these leaders to raise their hands if it was hard for them to equip others, and over half raised their hands. I asked why, and most said it took too much time. It is quicker for them to do it.

As I dig into this idea individually with leaders, I find a tension exists. They want responsibilities off their plate but also want it done right. Craig Groeschel discussed the tension of empowering and controlling in his leadership podcast.¹ What do we do about this tension? How do we navigate it?

Why Leaders Control

In his book The Control Freak, Les Parrott explores why leaders meddle and try to control. He suggests this is rooted in anxiety. The fear that they may lose it all.² An unhealthy leader tries to clone him or herself and, in reality, develops a team of followers who do tasks and take orders. This fear compels them to control in an unhealthy way.

In a previous blog, I mentioned how Ed Catmul of Pixar, in his book Creativity Inc discusses this idea of control in light of the ability to trust. He says:

“Fear and trust are powerful forces, and while they are not opposites, exactly, trust is the best tool for driving out fear.”

The fear of losing money, power, results, etc., as leaders, can compel us to reach for more control. A leader must move from fear to trust to empower those they lead. Can this drive for control be helpful for a leader?

Helpful Control

Leadership expert John Maxwell often emphasizes that a leader “sees more before.” This is a practical outworking of vision. Leaders see what others do not. Because of this perspective, they may have certain expectations. These expectations help preserve culture.

In his book, The Advantage, Patrick Lencioni provides four disciplines for organizational health. One of those disciplines is creating clarity^.3 Clarity in mission, vision, values, and process procedures are all part of this healthy culture. This clarity is the healthy control a leader brings to a team.

Sports demonstrates another area of helpful control: the scoreboard. In his book The 17 Indisputable Laws of Teamwork, John Maxwell describes the Law of the Scoreboard, which helps the team know where it stands.⁴ Leaders are creating a healthy control method when they have a scoreboard. McChesney, Covey, and Huling suggest a compelling scoreboard is the third of four disciplines for execution in their book.⁵

This scoreboard helps clarify what is really important for the team to execute on and get results. It may feel controlling, but it clarifies where the organization stands and gives more purpose and direction.

Empower or Dump

We have established some reasons why people control and what healthy control can look like, but what about this idea of empowering? I have seen leaders who hand off a task to a team member and think they have empowered them. The team members look stunned and confused, wondering what they are supposed to do. This is an example of dumping a task that Groeschel suggests does not empower.

When we empower, we give people the authority to create and build something. For example, if I ask someone to fix my roof, but I give them no tools, they lack power. If I give them tools and they have the freedom to fix the roof the best way they know based on their expertise, then they are empowered. They will learn, grow, and even be able to teach others how to think about repairing a roof. If I tell them exactly how to do it, I’ve only dumped a task, and they will become good at the task but not necessarily learn how to think and problem-solve like a leader.

When we dump on those we lead and do not resource nor provide clear expectations, they may feel controlled. Remember a time you did a task, and someone came back and told you it was wrong, but you had no clear explanation of expectations at the beginning? This only sets you up to feel controlled and frustrated. Laying out expectations when we empower is a healthy control in our leadership.

Control or Boundaries

Fences are good. Think of a playground. Years ago, a study showed that kids at a playground with a fence feel free to play anywhere within the fence. Without the fence, they huddle near the teacher.⁶ Now, let’s imagine another scenario where they were shocked every time someone got near the fence. What is the difference between these two scenarios, and what does it have to do with control in our leadership?

The first scenario is a healthy boundary. Similar to when you provide clear expectations in delegation. If people know the expected outcome and are given the freedom to get there in the way they see works best, they don’t feel controlled. This is a boundary and a clear expectation that limits the project in healthy ways and provides focus. This is healthy control by the leader.

On the other hand, if, as the leader, you hover over your people and try to micromanage every step of the journey, then people feel controlled. They feel as if you are ready to zap them like the fence if they mess up. This type of control from a leader is unhealthy and will create a culture of fear.

So where do you fall in this tension as a leader? If you were to rate yourself on a scale of 1 to 5, with five being not controlling at all to the point of no boundaries and one being ready to zap people at any moment, where would you rank yourself? Like many leadership tensions, the best place to be is in the middle. We will lean toward one side over the other but aim to walk the tense tightrope balancing empowerment with control.

Need help thinking about where you fall on this? E-mail me at randy@wheelercoachingsystems.com, and let’s talk about how I can help you think into your leadership so you can lead from a healthier place. If you found this helpful, share it with others. Lead Well.

Craig Groeschel Leadership Podcast. Episode 114, “Lead Like It Matters Part I.” August 4, 2022.
Parrott, Les. The Control Freak: Coping with Those Around You. Taming the One Within. Tyndale House, Wheaton, 2000.
Lencioni, Patrick. The Advantage. Jossey-Bass, San Francisco, 2012.
Maxwell, John. The 17 Indisputable Laws of Teamwork. Thomas Nelson, Nashville, 2001.
McChesney, Chris, Covey, Sean, Huling, Jim. The 4 Disciplines of Execution. Free Press, NY, 2012.
https://www.asla.org/awards/2006/studentawards/282.html retrieved 7/9/23

Jul

2022

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

Jul

2022

The Fourth Means Freedom

When I was a kid, I would go to Atlanta Braves baseball games with my dad. At the beginning of the game, like all sporting events, they would sing The Star-Spangled Banner. For the longest time I thought when they said “the home of the brave” they were saying the home of the “Braves.” How easily we can misunderstand something.

There is much to be said about the bravery of those who fought for the freedom of this nation. A nation where we have the freedoms such as speech, religion, to petition the government, assemble, and press. A nation where someone can move from another country, start a business, and become extremely successful. A nation where multiple ways of thinking can coexist and in healthy environments create great solutions to complicated problems.

Much can be said about freedom. Allow me to add a few thoughts and how it applies to our leadership.

Allows Creativity

My wife is not too fond of heights. A couple weeks ago we visited the Grand Canyon and she was adamant about the boys staying a few feet back from the edge. If we were somewhere with rails up she was much less anxious and the boys had more freedom to move about.

As leaders when we set clear expectations on the outcome and limits of the project the people we lead experience more creative freedom. This clarity allows the leader freedom to think creatively into ways to grow and expand. It also allows those being led room to creatively execute on what has been asked.

Autonomy

Daniel Pink in the book Drive suggests a key motivators for all people is autonomy. This is the ability to create a space for people to do their best work. Think about when you were a teenager. If your parents always hovered over you, once you got on your own you went wild and possibly in unhealthy ways.

When the people we lead have freedom to use their strengths and skills they will thrive. This does not mean we abandon those we lead. We still need to be accessible and clear expectations, but not micro-manage every step. Pink found research highlighting those businesses that offered autonomy grew four times as much as control-oriented firms.¹ Autonomy provides freedom from excessive control.

Tension

July 4^th 1776 the founders of the United States of America declared independence and freedom from Great Britain. In the more than two hundred years since that day it has not been smooth sailing. There have been many ideological tensions and wars.

As a leader there will be a temptation to control especially under stress. This is where the tension of maintaining a culture of freedom exists. Leaders must balance appropriate controls and accountability with the freedom for people to excel in their unique ways.

I wish leadership was set it and forget it, but leadership involves people. Part of our nature is to have tension. Tension is not always bad. When this is embraced in a healthy environment the team can create great solutions that make a profound impact. There will be battles, but they do not have to destroy the culture. Embrace the tension as an opportunity to grow and lean into listening and asking questions as a leader.

I am grateful to live in a country where we have the freedoms we do. As a leader you can create a culture of healthy freedom or unhealthy control. How are you doing in each of these areas? Need help evaluating the culture you have created as a leader? Contact me to discover any way I can serve you or your team. Lead well.

Pink, Daniel. Drive: The Surprising Truth About What Motivates Us. Riverhead Books: 2009.