In research conducted by Tom Rath and Barry Conchie for their book Strengths Based Leadership, they found that the majority of leaders in mid-to-senior level management considered themselves to be initiative-takers when in fact they were simply reactionary’s. Using various scenarios, the authors asked leaders to chose one of four options for how they would respond to each situation. In nearly every case, the leader chose options dominated by a need to respond. Perhaps this means we’re hardwired to react.
Perhaps. It may also mean that we’re simply responding to the environment in which most professionals operate. This environment is one in which our career advancement is determined by our abilities to respond to immediate or crisis issues. Most organizations operate in this fashion, developing what Rath and Conchie cite as “a culture in which leaders spend little to no time thinking about what could be done because they receive more accolades about simply doing what needs to be done.”
While solving what needs to be done is important for career advancement and organization effectiveness, it can’t be the dominating operating mode if one’s intention is to (1) be an effective leader and (2) reach important goals. Both of these require an individual who can create hope and optimism and someone who has the courage to move beyond reacting to initiating. That someone is a leader.
Christian Knutson, P.E., PMP is a leader, civil engineer, and author. He’s an accomplished professional specializing in A/E/C work internationally and author of The Engineer Leader, a recognized blog on leadership and life success for engineers and professionals.