Leadership isn’t about either/or
How often do you deal with evaluating what’s the best decision to make? If you’re like everyone I know, this is all day long.
Some of them are more inconsequential (in the grand scheme of things) - should I work out now or later and some are big ones/life-changing, like should I terminate this person or give them another chance?
In the workplace of the past (and still in some today), there was a culture of either/or thinking, particularly when considering an approach. Our world has become much more complex, yet decisions need to be more nuanced, taking into account a variety of inputs and implications for a variety of stakeholders.
When we focus on either/or thinking, we limit our choices from the beginning because we’re forced to choose between two options….and the reality is there are usually more than two options.
If we consider whether to terminate someone or give them a second chance, we often deal with our own feelings about the situation. Do I want to be fair and compassionate, or do I want to be a steward of the business?
The answer is probably both. We want to be able to do both things.
Our solution then may be to not just choose between giving a second chance or terminating but instead take an “and” approach. I will give this person another chance and deliver a clear message that if things don’t improve, then we will have to part ways. In this example, you’ve been fair and compassionate but are also putting clear boundaries on what the business will tolerate related to performance.
How often are you limiting your choices with either/or thinking?
What would happen if you broadened the solution options to allow for both/and?
As an example, in my business, I could create a choice between serving my clients when they need support (no matter the day or time) or holding firm to the days and hours I want to work. There is an option, however, that allows me to still prioritize the balance of work and personal time that I want and support my clients. It’s about laying out a boundary (that I need to communicate and honor) yet, being willing to make an exception when a critical or unexpected situation arises.
Our job as leaders is to manage the paradoxes that come because so few choices about the best or right answer are crystal clear. We need to be open to both/and thinking with a focus on the desired outcomes…if I want these things to be true, then x needs to occur.