Leaders are expected to keep things on track. If they don’t provide direction, expectations are unclear, nothing gets accomplished, and the systems they lead—individuals, teams, organizations, etc. are in disarray. However, while maintaining order is important, taking it too far leads to micromanagement and over-controlling which negatively impact engagement and creativity. To succeed, leaders need to provide control and direction while also empowering people to think and do on their own. This blending of Direct and Empower provides employees clear guidelines and the freedom to bring their expertise to bear in the situation. Direct::Empower may be the most visible leadership double-dip in the series. It improves clarity, ownership, and accountability in everyday leadership while also building the adaptability and learning capacity required in complexity.
How Does it Help with Complexity?
Complex situations, by their very definition, cannot be controlled. Thinking we can accurately predict, plan, and dictate the work is an illusion. Because outcomes and impacts can’t be predicted, all parts of the system must adjust and adapt as things shift and emerge. This means the parts of the system have to function at their highest-level to understand the environment, adjust their approach, and provide feedback about their insights to the whole. To make this happen, leaders have to be comfortable and skilled at giving the autonomy needed for true empowerment.
But to navigate through complex situations, everyone can’t be left completely to their own devices or else the parts of the system start to pull apart at the seams. Teams need someone, or something, that points to the direction of success, asks the right questions, and helps hold the parts together. People naturally look to their leader for this direction, and in complex situations, some hope for a leader who will take control of the situation to regulate the discomfort they experience amidst the ambiguity and uncertainty. But tightening the reins too much can strangle the flow of energy the system needs to thrive.
Direct—Benefits and Overuses
When they lean into Direct, leaders bring clarity, focus, and decisive movement. It allows them to set standards of success, define priorities, and generate accountability. This clarity and sense of control can instill confidence and reduce the churn created by people’s emotional response to uncertainty. But when leaders lean too heavily on the Direct pole, creativity narrows as micromanagement sets in. People eventually stop thinking for themselves and wait to be told what to do as they rely on the leader for every decision instead of building their own capacity. They spend more time looking up for answers than looking out for solutions.
Empower—Benefits and Overuses
Ownership, self-confidence, and the willingness to take initiative are all enabled when leaders find ways to Empower their team members. Leaders who provide autonomy and a freedom to operate foster creativity, engagement, and growth. But with all polarities, we need to avoid too much of a good thing. When Empowerment dominates without clear Direction, confusion sets in as priorities blur, accountability suffers because success criteria are unclear, and energy and efficiency suffer as everyone advances where and how they desire.
Neither pole works without the help of the other. Leaders must hold both together to create teams that are both aligned and learning. While helpful in any environment, it is especially helpful in complexity.
Creating the Conditions with Both/And Leadership
Creating the conditions for teams to thrive in complexity depends on effectively navigating Direct::Empower. Leaders need to provide clarity about the direction of success while simultaneously allowing people to bring their best thinking to notice, adjust, and figure out how to get there. They must keep their voice in the conversation in a way that that instills confidence but also keep people looking out for solutions, not looking up to the leader for definitive answers which don’t exist in complexity. This balance allows the system, including the leader, to learn and adjust as they navigate the complexity.
But this doesn’t happen without the Both/And Leadership needed to navigate Direct::Empower, which includes understanding our natural preference within the polarity and expanding our range. It’s easier said than done because under pressure, many default to either stepping in too far or stepping back too much. The Key Polarity Indicator makes these preferences visible and gives leaders a practical leadership development tool for navigating the Direct::Empower polarity with greater resilience and impact.
Ways to Create the Conditions with Direct::Empower
Here are three simple practices to help blend Direct and Empower so they strengthen each other and create the conditions needed to lead in complexity.
Clarity on the What and Why
Don’t neglect setting success criteria because it’s complexity, make sure they’re appropriate for complexity. At the beginning, and throughout the process, define clear success criteria and explain why they’re important—like you would for any situation, but with a complexity caveat. For example, if the situation is truly complex, not complicated, “Hit a 73.5% margin by increasing supplier efficiency before 31 March” is likely too specific. But don’t fall for the trap of not defining success because “it’s so complex.” You still need the direction, so “Increase profitability by 10-30% so that we can invest in the new customer interface” might be better suited (it doesn’t define how, clarifies the why, and signals things will adjust as you learn).
What Are You Learning, Not Doing
In complexity, learning, adjusting, and adapting are crucial. During check-ins, instead of asking about what people are doing, ask what they are learning, how it impacts the next step they think they should take, and who they need to share their insights with. Don’t shy away from offering your view but hold it lightly. State your opinion or idea and follow it up with something like, “You’re closer to the situation—based on what you know, what about that idea wouldn’t work?” And finally, ask “What support or direction do you need from me as you take the next step? (but don’t get tricked into always giving direction or you’ll train the team to look up for answers, not look out for solutions).
Direct the Process for the System to Direct Itself
Reframe what it is you’re directing. Complexity needs all parts of the system learning from one another to narrow in on the next best steps. So, instead of directing the work of the group, direct the learning and communication so that all the parts can work at their highest level possible. Like the tip above, but at the group level, lead check-in conversations and meaning-making touchpoints that include as many voices in the system as possible. Ask them to individually and collectively define the next best steps as a result of what they’ve learned—and be sure to include your voice in the conversation.
These are just three ideas we’ve seen leaders try as part of our Both/And Leadership programs. You can identify others by completing a Polarity Navigator® to help develop a Third Way mindset or to come up with preference-specific actions like the ones, below.
Direct Your Preference to Empower Expansion
We all have preferences for one side or the other of certain polarities. There’s nothing wrong with that as long as we manage the preference and don’t end up overusing it. Coming up with specific strategies is helpful in that regard.
Preference for Direct? This is a hard one when it comes to complexity because in a complex environment, you have to admit and accept you don’t, and can’t, have control, which is a big pill to swallow. So, start closer in. Instead of “giving up control” ask yourself how you could “loosen your grip just a bit.” And then identify a way to be with and manage that discomfort – because it will be uncomfortable. That’s fine, you’ve got this.
Preference for Empower? Remember one of the characteristics in a complex situation is things seem directionless and uncertain. Your desire to always Empower people in times like this probably doesn’t increase engagement, it likely increases frustration. Do people a favor and look for one expectation, boundary, or priority you could clarify that would help regulate some unease in the system.
Read about the Key Leadership Polarities in the Complexity Series:
Posted In: Complexity Series