I have intentionally structured this blog to focus on leadership principles and to prevent it from becoming an opinion board for political hot button issues. I think the media already has enough stone-throwers and I have no desire to join the fray.
Nonetheless, there are apolitical lessons we should draw from the events of our time, and the recent sad events in Ferguson, Missouri provide a few. (See “Tragedy and Readiness – Fort Hood’s Lesson” for more lessons from current events.)
What you won’t read here is my judgment of who is right or wrong in the death of Michael Brown. Why?…because I am neither the investigator nor the judge, which brings me to the first lesson.
Restrict your opinion to the bounds of your knowledge, authority, and ability to influence the situation.
In the spirit of the Stoic philosophers, know what you can control and what you can’t control…and expend your time and energy accordingly. I wasn’t standing on the Ferguson street on August 9th, when Michael Brown died, and I am in no way connected to or even knowledgable about the legal aspects of the investigation that will occur. So, what can I offer to those around me (particularly my subordinates) about the situation?
This lesson not only makes sense for keeping your day-to-day sanity, but as a leader it has implications for efficiency and prioritization. We all know the leader who seems to care about everything but the right things. He/She expends time and energy expressing opinions about social trends, politics, policies by leaders at echelons above reality…the list goes on.
In the end, no one is closer to fixing the problems they can actually affect. Time and mental energy are finite resources; leaders must be diligent in how they (and their team) expend both.
Never believe the first thing you hear. There is always more to the story.
Military leaders learn this lesson very quickly. Whether it’s the first report after initial contact with the enemy or a Soldier’s explanation of how he lit his hand on fire (real situation, by the way), leaders cannot base their decisions on the first set of information or one person’s perspective. (Some combat situations require quick decision making, but leaders must acknowledge that doing so incurs risk and must mitigate as best they can.)
As soon as the news broke the story of Michael Brown’s alleged innocent death at the hands of a police officer, it seemed that millions of people instantly made up their minds about what happened. Two weeks later, however, it seems that the situation on that street was neither simple or one-sided. There is always more to the story.
Individuals have the personal responsibility to reserve judgement until the facts develop and leaders have the responsibility to develop the organizational narrative deliberately, if not slowly, in the face of crisis and uncertainty.
Apply your authority with caution and intentionality.
The Ferguson ordeal has seen many levels of state and national leadership involvement. All have expressed condolences but some leaders have expressed opinions about areas where their influence is not authorized by procedure or law. Right now, the case is in the hands of a St. Louis County grand jury, who is weighing evidence to determine whether or not to prosecute police officer Darren Wilson. Any outside judgement only adds confusion and doubt to the long-standing judicial procedure that is taking place.
As a leader, you may have the option to reach down into any level of your organization to affect change. The question is, should you? It may be more appropriate for your subordinates to handle the problem at their level, which would reveal their talents and reinforce the organizational structure and procedures already in place. They would also learn from their own actions and consequences, which is more permanent than being told what to do.
Feedback
Do you agree with these lessons? What can you add to them? Please leave a comment below and contribute to the discussion.
Questions for Leaders:
- How would situations turn out differently if you were slower to make judgments?
- What is your organization’s “DNA” for reacting to events and information?
- What would your subordinates learn if they had more autonomy to solve their problems?
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