The Modern Leadership Issue - 24

The team began noticing Alex engaging
them in decisions and coaching them to
be empowered owners of their work. Over
time, Alex experienced their workload
begin to distribute and change. Team
members were owning more from the
start and involving Alex as a thought
partner for direction or roadblock clearing.
Outcomes skyrocketed. Trust multiplied.
As Alex shifted away from a problemreacting
mindset, they entered what we
call an outcome-creating or virtuous cycle.
1
Anchor in their
leadership
aspiration.
2
Receive new
exciting strategic
objectives.
Moving from problem-reacting to
outcome-creating is referred to as
adaptive change, taking root in small
moments and iterative behaviors over
time. It's the kind of shift that's
transformative, meaning the proverbial
rubber band does not snap back. This
change becomes a new way of being
and brings a new mindset.
WHILE OUR INDIVIDUAL
PROBLEM-REacting
patterns vary,
we all have them-from frontline workers
to the C-suite. Some of us may see a bit
of Alex in ourselves, while others may
experience slightly different patterns.
Here are a couple more patterns that
may resonate for you:
6
The team achieves its
objectives, and team
members learn and grow
in the process. Trust
among team members
and in Alex grows.
3
Pause, notice any
immediate reactions
(e.g., face flushes,
throat closes), and
reorient to their
aspiration.
5
Team members are energized
about the work and their ability
to contribute to the team's
success; Alex steps back from
the details to provide broader
perspective.
4
Bring the team together
to map out the objective,
plan, and roles based on
current skills and personal
growth goals.
The need to be liked and accepted
by others...
The need to be seen as strong and powerful...
While belonging is a core need for all of us,
sometimes we have long-held beliefs that if
we have too strong of an opinion, make an
unpopular decision, or stand out from the
group, we will be rejected. This fear can get
in the way of making decisions, taking
decisive action, or speaking up.
Of course, we all want to be admired or recognized
for the value we bring. Yet the need to feel powerful
and strong can get in the way of our authentic
contribution if we make choices to minimize others
or hide who we really are. This fear can significantly
impact our connections and relationships with
others, diminishing our awareness of the
organization's needs and those around us.
EACH OF THESE PATTERNS
is rooted in different underlying beliefs about ourselves, but the
antidote for each is the same: adaptive change. When we pay
attention to how we impact others; open ourselves to and seek
feedback; pay attention to how we feel and act when we are
triggered; and try out new, outcome-creating ways of thinking,
feeling, and behaving; then we are doing the hard work that
results in adaptive change.
The Modern Leadership Issue

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