How many times in life have you put off doing something because of the perceived consequences, only to find out when you did take the action, that it wasn’t so bad after all?
It’s a tricky thing about leadership – the multiple demands on emotion and energy that can make sometimes even the most straight forward of decision, feel just a little bit too hard. And as outsiders we look on and think, “that’s obvious, why aren’t they doing something about it?”
This situation is amplified when it involves decisions that materially impact other human beings. Whether it is a promotion, a restructure, a performance issues or a reward challenge. We can look at this situation with our own lens and see our own version of perfect clarity, but we will never see the situation from the leader’s perspective.
As a partner or advisor to that leader, our job is to seek to understand, to help, to support, to maintain forward movement and prevent emotions from getting us stuck or avoiding the challenge. Most people understand on a rationale level the things that need doing and the decisions that need taking, but they get complicated by the feelings, emotions and fears.
As a leader, our job is to care enough, but not too much. We shouldn’t eschew all reference to the personal or the human, we should recognise that part of what allows a leader to truly own that title is their ability to feel. At the same time, we need to recognise when we’re allowing “emotion” (and I use this term in a more scientific, rather than literary sense) to prevent us from acting in line with our beliefs.
Where people are involved, there will always be difficult decisions to be made and there will always be outcomes that are less desirable than others. There simply is no other way, regardless of the rhetoric that is sometimes easy to believe. And leaders and their advisors, being human beings too, will bring their own emotional frameworks, relationships and history to any given situation.
Caring at work is really important. We just shouldn’t let it get in the way.