Holding Back
February 24, 2015
I wrote last week in this space about the positive place for disagreement in organizations; and I held back on pushing the topic a bit further.
Sometimes an organization leader has to hold back. Sometimes the leader needs to recognize that the organization has more disagreement than it can handle and that taking on another topic for which much disagreement is likely would be like drinking from a fire hose.
In Leadership on the Line (HBS, 2002), authors Ronald Heifetz and Marty Linsky write that “leadership requires disturbing people – but at a rate they can absorb.”
Heifetz and Linsky describe the need to “orchestrate the conflict” in four steps:
- “Create a holding environment” – a safe place to interact.
- “Control the temperature” – turn the heat up to get people’s attention, and turn it down for them to cool off or to catch up.
- “Set the pace” – not too fast that we leave too many people behind; not too slow that we lose the vision and momentum.
- “Show the future” – remind people of the “orienting value” – that is, the positive reason to go through all the negative rancor.
Help Wanted
November 22, 2011
You probably wouldn’t be much attracted to a “Help Wanted” posting in the classified ads of your local newspaper that read:
Help Wanted!
Long hours. Late nights. Low pay.
Frequent criticism.
Almost every paid or volunteer position associated with local school sports would fit that description.
And yet, legions of people enlist in service to school sports each and every year.
Many do so because their own kids are involved as participants. Many others do it “to give back” to a program that provided them so many benefits as a participant years before.
I commend to your reading the Winter 2011-12 issue of benchmarks now online which features a very few of the very many people who have answered this “Help Wanted” call. We are thankful for them all.