In the past couple of posts, I’ve illustrated the circular dynamics that connect small behaviors to larger, often unintentional, consequences on the organization. We can continue to expand the systemic view - there is no end to the interconnections! That can be challenging for anyone honed in rational, linear thinking.
I'll illustrate by extending the context around Sarah and Jan.
Earlier, Sarah’s boss Adam had asked her at the last minute to run some additional financials on a program. Sarah skipped a family outing to get it done and was a little less frustrated when she identified some new risks so the compromise she made seemed ‘worth’ it. When Sarah shares the risks at Adam’s staff meeting, he downplays the information with sarcasm and accuses her of not being on board with the team, to which nobody in the meeting responded. Sarah left the meeting devalued and her mind like a hamster wheel of thoughts nudging her closer to distrusting her boss and her peers.
The system sketch below highlights the dynamics that connect to Sarah’s interaction with her report, Jan. We could consider extended the context again, and again, and again. These interconnected dyadic interactions are critical to organizational wellness and ultimately, success. They are the roots of the culture of a workplace.
We've all been on all ends of these interactions. It’s understandable that leaders all the way to the CEO and board have these behaviors; they are human. We alwl share a neuro-psycho-socio-bio existence. AND a significant distinction is that we as leaders have a responsibility to architect the culture, to go first, to model healthy dynamics for others. Leadership can happen at all levels, yet when high performers at lower ranks aren’t received for who they are, they will demonstrate leadership in the only direction they control - by exiting. It’s not that they can’t be the epicenter of systemic growth, it’s that they are not motivated to take that on. It’s not their job. They are not getting paid to do that. (Not there, not yet anyway). Leaders are. The higher on the ladder, the bigger the responsibility.
One leader can seize the opportunity is to see and use dynamics as stimulus for growth and to grow the health of dynamics. (again, circular) AND growth will be exponentially faster if done as a leadership team. Curious to know where to start? Wondering if you might be the epicenter your workplace needs? Notice how you receive from others. How did it impact them?
Comentários