In an organizational setting, when little issues arise, I try to consider the bigger issue at stake. Not everything has a bigger context worth considering, but strategic leaders consistently consider if there is one.
For example, if a staff member makes an awkward, unusually negative comment during a meeting, I try to consider the bigger issue. Was he or she reflecting in the moment about something in their personal life, was the comment limited to the meeting, or is there something unspoken going on that could point to a bigger issue in the person’s life or the organization? I’ll most likely question this after the meeting.
If I receive criticism from someone I trust, is it limited to the matter being criticized, or is there a bigger, unspoken issue of concern? I’ll always try to discern what isn’t clear.
As a leader, I have learned that I don’t always get the full story. As much as I try to lead around that fact, some are afraid of hurting my feelings, are intimidated, or just fearful of speaking up with their true feelings.
I discipline myself to question or consider: