If you are a founder or other senior executive, you may think you need to demonstrate that you have everything figured out all the time. You may have been taught that it is perceived as a weakness if a leader does not present the clear path forward with a high degree of certainty.
At one time, that may have been a strong posture, but in our current market chaos, combined with the insanely rapid evolution of technology, there is a messy middle to decision-making where the leader will need to work through potential options and incorporate research and other inputs to come up with the optimal decision.
I loved this LinkedIn post by Drew Marshall, Chief Executive Officer at Kepner-Tregoe. Marshall makes the case that organizations benefit when leaders are more transparent and show some of how they mentally worked through situations and options to come to their final decision. Marshall says, “Every time a leader shows only the finished answer, the organization loses a chance to learn how good thinking actually happens.”
Below is from the full article, “Why leaders who think out loud build stronger organizations,” written by Marshall.
Most senior leaders have been trained, deliberately or by absorption, to present conclusions rather than reasoning. The recommendation comes polished. The decision arrives fully formed. The uncertainty that preceded it, the alternatives that were considered and rejected, the assumptions the conclusion depends on, are stripped out before the idea reaches the room. What remains is confident, efficient, and authoritative. It is the swan on the water gliding effortlessly without the observer being aware of the furious paddling below the surface.
It is also, in a specific and consequential way, a missed opportunity. Every time a leader presents only the conclusion and not the thinking behind it, the organization loses a chance to learn how good thinking happens. And over time, organizations led by leaders who only ever show finished answers develop teams who are skilled at producing finished-looking answers and underdeveloped at the underlying discipline of getting there.
Most companies say they value entrepreneurial thinking and innovation. This way of thinking is complex, and understanding how senior leaders think through opportunities and problems, and having clarity around what might be in alignment with the strategy and values of the company would be really helpful for guidance.
In recent job descriptions, I have seen companies looking for doers and builders. These employees would need to have discernment and judgment in order for them not to put themselves or the company at risk.
It might be uncomfortable to admit to others, or to yourself, that you don’t have all the answers all of the time, but I think the value of demonstrating your thought process to employees far outweighs that ego discomfort.
Photo by Vitaly Gariev on Unsplash
