“Why Can’t They Think More Strategically?” – Power and Goal Orientation

Have you ever complained that your staff aren’t strategic enough? Have you ever wondered why those who report to you seem slow to see the bigger picture or unable to cut through the minutiae and constant operational demands?

People in positions of power tend to be goal oriented. Research confirms that people with high power demonstrate greater initiative than individuals with low power, attempting multiple courses of action to realise their goals. They persist in their efforts to achieve their goals even in the face of obstacles. Empowered individuals tend to address obstacles and challenges directly.

Observing this we might conclude that individuals who have more structural or social power, have earned their position and its associated power because they are more committed, intelligent or resourceful. Makes sense, right?

The gap between how executives approach an issue and how their staff think about the same issue can be anathema to many leaders. Managers can also find themselves frustrated. “Why can’t they get it?” they ask themselves.

Several recent psychological studies suggest that high power individuals demonstrate a strategic perspective and behaviours because they are empowered, rather than vice versa.

Typically these research studies test individuals’ performance on a specific task before randomly assigning them to positions of high and low power and then measuring differences in goal-oriented and other behaviours. Any differences in behaviour are deemed to be a reflection of the power randomly assigned to individuals rather than individual attributes.

In a review of contemporary research, Pamela Smith and her colleagues conclude that “low power fundamentally alters an individual’s mental world.”

Let’s think for a moment about the practical implications of having or not having power.

Having Control

Common sense tells us that leaders have greater control over their decisions. They have a level of authority that allows them to exercise discretion. They can largely determine their own priorities. If you’re in a position of high power you don’t have to seek the approval of your manager as often and are probably less susceptible to someone else’s changes in priorities. This helps leaders and those with high power or independent resources to focus their attention and pursue their goals relentlessly.

In contrast, individuals with lower power are usually expected to be more responsive, to multi-task and shift attention to any new tasks assigned to them. Subordinate employees need to bear in mind what others think of their work. This means more of their energy is committed to maintaining an active radar on the peripheral environment.

This is consistent with findings that people with low power demonstrate higher levels of vigilance. They have difficulty filtering out distracting information unrelated to their goal. Studies show they attend to specific details at the expense of the bigger picture. Hence an apparent failure to think strategically and get above the detail.

Power and The Consequence of Our Decisions

For staff who report to a superior, the consequences of making the right or wrong decision are greater than for those who experience comparative autonomy. While those in leadership positions can attribute their failures to learning experiences, staff with lower structural rank are likely to be held accountable for their mistakes.

It’s hardly surprising that studies now confirm that people with low power spend longer making decisions.

And the pressure doesn’t stop there. Even when they do make decisions, they tend to demonstrate more ambivalence and uncertainty.

Impacts of Brain Functioning

Having or not having power actually has an impact on the brain’s executive functions. Impaired working memory, difficulty managing distractions and worse performance during complex tasks have been linked to having low power. Serotonin levels are also linked to an individual’s perceptions of their own power.

Being less flexible

Findings that having low power leads to being less flexible cognitively are interesting. How are we to interpret this? Perhaps people with low power are required to be so flexible already that they’ve used their flexibility quotient up! With so many resources committed to screening all available data, managing risks and responding to changes in other people’s priorities, it’s plausible that people with low power just don’t have the mental energy left to be even more flexible.

Smith suggests that individuals with low power are more likely to believe they are at the mercy of “situational constraints and circumstances, rather than their own goals and values, and view themselves as the means for other people’s goals.” In other words they don’t feel empowered when it comes to thinking and acting strategically.

The Impact of Social Heirarchies

Of course these studies have implications beyond hierarchical power. They illustrate some of the pressures that members of low status social groups operate under.

Take for example the pressures of relating inter-racially. It’s been shown that interracial interactions elicit stress levels that result in diminished performance. Members of stigmatized groups have been shown to demonstrate worse self-control in testing.

Failure to focus on goals and achieve high results may be a consequence of social marginalisation, rather than lack of individual commitment or effort.

Take the comparatively poor representation of indigenous people in mainstream employment for example. Low social status has a major bearing on how empowered these individuals feel to solve problems, tackle impediments and meet organisational expectations (and that’s before we even contemplate the impact of stereotypes, harassment and bullying in the workpace).

As I engage with the research on power and its influence on performance, it makes me think about how much I take for granted. As a coach, these insights are invaluable in working with executives and teams or members of the mainstream population who don’t struggle in the same way others might.

An understanding of power and rank dynamics is important for any organisation committed to a truly diverse workplace. In addition to understanding barriers to employment in the first place, an understanding of comparative power goes a long way to creating the conditions in which individuals can perform at their best. When employers understand the barriers that individuals in low power roles or from socially marginalised populations experience they can actively work to counter the legacy of low power and create the conditions that allow individuals to focus on the task at hand.

Reflection:

How would you rate your own power in the workplace?

How does this influence your capacity to focus on and achieve your goals?

What steps can you take to address some of the challenges or barriers that individuals with low power experience in attempting to achieve their goals?

 

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History is Not in the Past

As coaches, being aware of the many influences that shape our clients’ lives is critical.  These influences include social and historical experiences that aren’t apparent at first glance.  Along with several of our graduates, Vicki and I are preparing for a trip to Greece for a process-oriented seminar called Worldwork.  These seminars are organized every couple of years in different parts of the world, and involve hundreds of participants working on global and historical issues.

As I prepare for the trip, I recall a piece I wrote at the last Worldwork I attended, in Poland, in 2014.  Here it is.

Warsaw, 2014

For the last week I’ve been in Warsaw, on the facilitation team for an event known as Worldwork.  Delegates from twenty-eight countries gathered to discuss, understand and address current and historic global conflicts.

Before I left home, many colleagues were curious about my commitment to this event. They asked me, why open the painful wounds of history? why put yourself through all that trauma?

For me the answer is simple. To address global conflict we need to study in depth  the lessons that both history and unfolding events reveal.

Few conflicts develop overnight.  Many ignite against a background of centuries of struggle.  The pain is buried as soldiers come home from war and civilians try to piece their lives together.  In the wake of unbearable trauma, when peace is tentative, it can be too much to talk about what has happened.  While we have new models for addressing the impact of atrocities, such as South Africa’s Truth and Reconciliation Commission, it also falls to later generations to pick up and continue the dialogue.  The hidden trauma of conflict and war carries on across generations.

The forces of conflict are intense.  Making smart decisions in the midst of turmoil is hard.  I suspect it’s impossible unless we understand – before we’re in a crisis situation – how rage and fear can collectively overcome us.  Behind these intense emotions is often the dream of something better, a deep yearning for change in our communities and the world.

Though we think of wars as part of history, the past is not only in the past.  The circumstances that shaped history continue to play out right now in our present world.  Oppressed communities dream of freedom and self-direction, while others experience the struggle for identity, for land or enough food to support themselves and their children.

Most of us not directly affected go about our ordinary lives believing we are immune to the pain of intense global conflict.   However, history has repeatedly shown that seemingly peaceful societies can find themselves in the midst of war or civil war at frightening speed.  Take the former Yugoslavia for example.

The Greek Delegates

History also shows us how dangerous it is when a group of people experiences being downed and unheard by the international community.  It creates a pressure cooker effect.  Greek delegates at Worldwork in Poland spoke about unemployment, hunger, and the worrying rise of neo-facism in their own country.  Rather than accepting growing violence as inevitable, their team will bring Worldwork to Greece in their continuing effort to engage and work out some of the tension and pain building in their country.

Of course conflict doesn’t just play out on the world stage.  It’s present in our individual lives.  We learn to persevere, despite tensions and conflicts in our communities, workplaces and families.  We get on with life.  One of the costs of not working these things out is we become desensitized to tensions or levels of suffering we’ve come to take for granted.

Yet it’s those tensions that are swept under the carpet, often in the name of momentary peace, that give rise to future conflict.  They smoulder, just waiting for the right moment to ignite.  Think about your own life.  What resentments are you carrying?  Who do you blame?  Who have you stopped speaking with?

If we’re to learn new ways of managing conflict, including the potential for violent conflict, we need to build that muscle in small ways.  I encourage you to be more like the Greek women from Worldwork.  Pay attention to the nagging or mounting tensions around you and address them if you can.

Reflections:

What nagging tensions do you ignore?

How does the past live on in your life?

Is there anything you need to re-visit in order to achieve greater peace in your world?

Process-Oriented Coaching

As coaches we are consistently called to debunk the trap of being an expert.  Of course being an expert is seductive; it strokes our egos.

But we are called to put our egos and expertise aside.  We are here to honor our clients’ inherent wisdom, as it’s revealed through their emerging process; a dynamic, changing and shifting event.

We notice what is already trying to happen; the momentum that is present but momentarily thwarted within an organisation.

When we’re caught by our expertise, we lose our capacity to pay attention.  We focus on past successes rather than what is happening under our very noses.

A process-oriented approach to coaching means learning to be at ease when we don’t know what will happen next.  As well as following our client, we pay attention to what is happening within ourselves and within the larger systems we are part of.  We begin to notice things that are new, that may be mysterious and unexpected.

In organisational dynamics terms, we are curious about the unfreezing of systems.  As we observe the fluid processes within organisations, we support stuck or rigid practices to re-enter a state of flow.

Focus on the Emerging Flow

Much has been written about resistance to change within organisations and systems, but we are fascinated by the organic flow already at work.  Sometimes if that flow is suppressed, potential and initiative can break out in forms that look problematic.  Obstructed initiative is reflected in high staff attrition. Poor use of power results in conflict and protest.

Our ability to study these phenomena and understand what is happening in the background is fundamental to realizing organisational and social potential.

Process oriented coaches help leaders and teams to understand these dynamics.  This equips our clients to support those processes already emerging or trying to emerge within their organization.  When leaders are alert to their dynamic environment, transformation becomes possible.

Some questions to ask yourself:

    • What is dynamic and alive at the moment in your organisation?
    • What is dynamic in your own life?
    • How does this affect you?
    • Where is the flow frozen or stuck?
    • What do you notice about the quality of the stuckness?
    • Look closer … What is happening even within apparent stuckness?

Ready to learn more?  Join us in Melbourne, April 6-7.

What Lens are You Looking Through?

Have you ever considered your origins and the way they’ve influenced your approach to life and your work?

I began my professional life as an Occupational Therapist, so when I connected this morning with a group of OTs who have all become coaches it was like coming home. We spoke a language we all immediately recognised.

Eventually the conversation came around to something OTs are famous for, problem solving. My colleagues work in a range of contexts: executive coaching, business development, health care delivery and designing new models of service delivery. They all recognise the benefits of their “can do” attitude, whatever setting they find themselves in.

My own training no doubt enhanced the pragmatic approach I’d developed growing up on a farm. Working then with people who were taking up their roles in life after having major accidents or strokes taught me about unimaginable change and resilience. For OTs nothing is impossible; challenges are merely a provocation to go in search of solutions.

While this problem solving capacity is a real asset, it also has its limitations. Problem solving is a lens, but like all lenses, it operates at a specific focal length.

A problem solving mindset comes with certain assumptions….most obviously that life experiences are problems to be managed, rather than simply experienced or perhaps viewed with curiosity.

Unpack the problem before trying to solve it

At the Global Coaching Institute we think a little differently about the challenges clients sometimes bring to coaching.   As I’ve written previously, events that initially seem like disturbances can be a valuable stimulus for our growth.  Restlessness prompts us to think about what’s important to us in life and to look further afield for new career prospects.   The inability to win support for an idea can signal that we’re missing something important.  Even body symptoms and illness can tell us its time to readjust our lifestyle. When caught early enough these cues prove invaluable.  That’s why we welcome and become curious about them.

Rather than trying to immediately solve personal and organisational challenges it’s important to unpack them and to fully understand the feedback and meaning they hold for us.

Einstein famously said you cannot solve problems with the same thinking that created them. Yet that’s exactly what we are doing when we jump into a problem solving mindset without getting upstream of an issue to understand what causes and contributes to it.  But more often than not the immediate and presenting problem is not the core issue.

In conversations with leaders I notice that they too can fall into this trap. They sometimes think about the challenges facing their organisations in ways that are immediate and reactionary.  When they do this, it’s a little like trying to drive a car with your nose pressed up against the windscreen.  They miss the bigger picture.  Having a strategic perspective that is a hallmark of effective leadership.

Coaches too risk getting bogged down in detail and adopting a problem oriented perspective.  When training people to become coaches I encourage them to ask questions from the perspective of someone in a helicopter.  Anyone who has worked with me will recognise the terms:

  • Hover above the issue.
  • Don’t get caught in the detail.
  • Look for the patterns.
  • Understand the landscape.
  • Map the territory.
  • Avoid getting caught in the mud.

Step back before you respond
When we take a few moments to step back before we respond, we can discover the core issue or even the benefits of the situation we find ourselves in.  And then, if problem solving is required we can apply these skills knowing we are tackling the real problem, not just the the surface issue that presents itself.

Of course all professions lend themselves to a particular way of viewing the world.  Surgeons develop precision, insurers learn to analyse risk, marketers learn how to differentiate themselves and their products, sales people learn to turn relationship into a sale.

My colleagues this morning had learnt the value of a coaching mindset. It allows them to explore issues from a strategic perspective. They have an ability to adjust the lens through which they view the world.

Questions to ask yourself

  • What mindsets and paradigms did your early training cultivate in you?
  • What are the strengths and potential limitations of your professional practice?
  • How have you buillt on and extended your initial skillset?

Thriving In Disruptive Environments

We are living in an era of disruption, in which rapid technological change demands a radical rethink of the ways we do business and how we live our lives. Most leaders know that even their best-made plans are good for only as long as it takes the ink on these documents to dry.

A key indicator of our effectiveness as leaders lies not only in how we manage our vision and strategy, but in how we deal with unexpected developments – both those that we welcome and those that are confronting. Leaders who are able to deal with the curveballs life throws their way are usually better equipped when it comes to the big shifts.  They are more agile.

Are you open to new opportunities and able to harness the potential within unexpected events? Are you an early adopter or do you regard the rapidly changing environment merely as a nuisance?  I’m capable of both reactions.  

Even Visions Can Be Disruptive

Disruptions come in many forms. Some of them excite and inspire us.  Your organisational vision can propel you to a new future. Yet no matter how great your initial enthusiasm for this vision, achieving it inevitably means new challenges that will demand you learn as you go.

Ash Maurya, the author of Running Lean, reports that while most start-ups fail, 66% of those that succeed take a radical change of direction at some point. Taking a deep breath, they rethink and overhaul their initial product design. More often than not, their initial ideas – the place where it all began, had been precious to them.

Last year my colleague Vicki Henricks and I worked with business mentors who supported us in our launch of the Global Coaching Institute. They were masters in harnessing the potential within disruptive environments.  It was quite a journey.  Every program, every premise, every assumption we held dear was laid out before us, so we could take a fresh look. It’s an exciting and rigorous process that surfaced every thread of attachment that tied me to the workshops and resources I’d played a role in writing.

It took committed team work to get through the seemingly relentless process of testing and challenging our ideas. More than once I questioned why we were putting ourselves through it. The answer? Because we knew deep down that start-ups and mature businesses that can’t face up to radically revamping their favoured assumptions and practices, put their enterprises at risk. We teach this to coaches and business leaders. This was our opportunity to walk the talk.

What sustained us? A willingness – albeit delayed and reluctant on occasions – to open up to the disruption. 

Vicki and I both hold a fundamental commitment to growth.  We know that means going beyond what we currently know or have experienced and that this can bring discomfort.  We were also able to be patient with each other and to give each other a nudge when it was needed.

Reflections

So how do you deal with disruption? 

What’s your attitude to it?  

What influences your attitude?  When do you shut down and when do you open up?

What works for you?