Karen Natzel, BridgeTower Media Newswires
Leading an organization, especially during turbulent times, requires clarity of vision and the changes required to manifest it. A vision isn’t just about where an organization is going, but what it is becoming. Changes might be strategic shifts in services, clients, or geographical coverage. They might be internal process refinements. But the change that addresses root causes of organizational ailments also holds the potential to be truly transformational. The price of entry for this kind of breakthrough is deep work.
Leadership is a rocky and rewarding journey of personal and professional growth. Leading without ego requires consummate communication skills, elevated emotional intelligence, and adept relationship care. Embarking on an adventure of this magnitude requires bravery. It also requires a willingness to let go of what you think you know to make room for an expanded perspective.
Ushering in change means thinking, doing, and being in new ways.
Recently, while I was facilitating an executive team’s friction-infused dynamics, the existing coach prodded participants with a question: “How can you use this experience to become an even better leader?” He was creating value for them to do the deep work. That is a question all of us can ask ourselves when we come upon such an “opportunity.” Do we choose to lean into the discomfort and grow? Or do we stay safe in our comfort zones, unwilling to “get in the arena,” as researcher Brene Brown describes it?
What does it look like to play it safe? Playing it safe can feel like we are operating in neutral or going through the motions. If we are pushing up against resistance to growth, it can take the form of arguing, justifying, defending, or making others wrong. We stay attached to our viewpoint, seeking ways to build our case and affirm our rightness rather than staying inquisitive about alternative options or ideas. We mistake our stubbornness for passion.
Alternatively, leaning into discomfort is being willing and open to exploring the unknown – to exist in the space of uncertainty with collaborative, possibility thinking. It’s the place where real conversations occur; where we engage without a tight grip on control, but within a vessel of courage and contribution.
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Obstacles on the path
Leaders doing the deep work often come up against the interconnected domains of trust, control, accountability and conflict. Navigating difficult conversations, facing uncomfortable truths, empowering others, owning one’s work, and making hard choices are the hallmarks of building character and culture.
Trust issues run deep. Generally, we think of trust in two categories – character and competence. Character trust means we believe someone will act with integrity. They are consistent and reliable. We know where we stand with high-character-trust individuals because they speak their truth, and they do not speak negatively about others. This way, we are not left deciphering their intentions or unraveling their passive-aggressive behaviors. There are fewer communication breakdowns and less drama. Competency trust means we believe the person has the knowledge and skills to effectuate quality work. We trust their capacity to deliver, thereby making collaborative work sessions more productive and enjoyable.
In one of my workshops, we explore trust building through the making and keeping of agreements vs. trust deterioration through the making and breaking of agreements. When people do what they say they will do, there is a “deposit” in the emotional bank account of relationships.
Trust also comes in the form of establishing a psychological safety net. When employees experience their work environment as a safe place to try new ideas, think differently, and be authentic, engagement soars. People are more willing to embrace accountability if they trust it is safe to do so. Safety and trust also show up when there is transparency and respect in communications.
Trust isn’t just about how we relate to others. The degree to which we trust ourselves to make good decisions, to have the requisite expertise, to honor our intuition, or to ask for help where we need it is a strong indicator of our own trustworthiness. When we have low trust in ourselves, we likely suffer the “imposter syndrome.” With an accurate level of self-trust, we can lead with more integrity and confidence.
When we do the deep work, we build a more stable foundation of trustworthiness.
Leaders set the tone that reverberates throughout the organization. Their strengths and weaknesses frame the culture, and the culture is what defines the work experience and business success.
If employees are feeling scattered, where can you be more focused? If people are languishing, where can you be more purposeful and get traction? If trust is low in your organization, how can you be more trustworthy? Start by saying what you mean, keeping your agreements, doing the right thing, being consistent and transparent, being accountable for your actions and your emotional wake, and being kind, respectful and humble.
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Honoring the transition zone
Every day provides us with an opportunity to do the deep work, but times of transition are especially ripe. In Danaan Perry’s “Parable of the Trapeze,” he speaks of turning the fear of transformation into the transformation of fear:
“I soar across the dark void of ‘the past is gone, the future is not yet here.’ It’s called ‘transition.’ Transition zones in our lives are incredibly rich places. They should be honored, even savored. Yes, with all the pain and fear and feelings of being out-of-control that can accompany transitions, they are still the most alive, most growth-filled, passionate, expansive moments in our lives. It can be terrifying. It can be enlightening. Hurtling through the void, we just may learn how to fly.”
Where is your work as a leader? How do you want to evolve?
If this sounds daunting, then it’s a good sign you are stepping into your growth zone! If it were easy, it wouldn’t be true leadership; it would just be a title. The deep work is where we learn how to fly.
Spread your wings.
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Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or karen@natzel.net.
