A leader who learns from experiences is filling a toolbox with experiential insights. Conversely, the one-tool leader responds the same way in every situation. But, often not for the better!
Tools for Sense-making
Mental models are a great way to make sense of what’s happening.
For instance, Hanlon’s Razor says: “Don’t attribute to bad intention that which is better explained by incompetence!”
So, there’s a convenient principle to quickly explain behavior and outcomes. Plus, it’s concise and fits some circumstances accurately.
Limits to the One-tool Leader
However, no one model fits all situations. Thus, a one-tool leader is limiting his or her effectiveness because they lack breadth of insight.
Arguably, it’s true that some people act with bad intention.
However, others are responding to pressures or beliefs unknown to the leader – unless the leader asks.
So, “what was your intention …” is a better response than a sweeping assumption.
Similarly, it’s equally problematic to assume incompetence. Why? Because it could be that the individual was simply following (poorly designed) official procedures.
As such, in some situations neither premise of Hanlon’s Razor is applicable.
Leadership Insight
What’s an impactful leader to do?
Well, never overlook the obvious. First, get the facts, as suggested in Proverbs 18.13. Second, think deeply as you ask about intentions and relevant circumstances.
Then, what’s viewed as incompetence may turn out to be a flaw in training.
Or, what’s viewed as evil intent may be mindless adherence to the letter of the law. Now, at this point, you should be remembering the challenges of your last travel expense reimbursement!
In short, impactful leaders aren’t driven to make quick decisions based on unfounded assumptions.
Instead, they build insight based on careful attention to the interpersonal needs around them.
Performance Improvement
Finally, what if intentions are bad?
Then, the leader must start the process of performance improvement, setting clear expectations, and removal if the individual will not change.
Maybe, like me, you’ve had to do this.
Fortunately, in one case, the individual resigned based on an unrelated set of offenses instead of the one that generated the performance improvement plan.
As bad as termination is, it’s preferable to dealing for years with someone who is a constant drain on everyone else in the business unit.
Apply This Today!
Impactful leaders have and use multiple tools so they don’t fall into the trap of having just one tool – say a hammer, and viewing every problem as a nail!
A single principle or one proverb is nice to know. But, don’t be shallow by believing that one rule of thumb applies in every situation.
In fact, a leader’s breadth of knowledge must be accompanied by experiential insights if it’s to be converted to practical wisdom.
Have you dealt with a one-tool leader? Let me know how you handled the situation.
Thanks for visiting. Also, please contact me if you have comments: larrydaleyoung@gmail.com
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