Here at the Rescue Mission we are striving towards a healthy leadership culture where leaders at all levels of the organization are getting experience and training to run effective organizations in the future. Why? Because non-profits needs more GREAT leaders and the more leaders we produce here the better the world will be. To my great encouragement we have several leaders in our organization who will in my estimation will make great CEO’s and Executive Directors in the near future. With that in mind, for the next few weeks I’m going to focus on 10 behaviors which are key to creating healthy leadership cultures. It will certainly be something we talk about and try to example within the Rescue Mission, but I am sure it will encourage others as well.
There are some behaviors which are characteristics of healthy leadership cultures which are openly discouraged in the majority of organizations because they are either seen as anarchical or at best a waste of time. Yet to have a healthy leadership culture you need these same key behaviors accepted, and even promoted. Last week the subject was Questions.
This week we will focus on the importance of strategizing and if/then scenarios:
Think. In school we are taught that there is ONE right answer to problems, and leadership biographies and political theory teaches us that when there is a winner, there is a loser. This leads managers and leaders to seek out (and later defend) the ONE right answer for the problem they are facing. My experience has shown me that usually this leads people to cut off alternative ideas and answers too soon. Instead, start every problem solving situation with thinking. Just think. How would this work? What might go wrong? What is the upside? What is the downside? What are other alternatives?
If/then. If/then thinking is simply applying this common formula to various ideas: “If I do this, then this may happen”. This kind of thinking and gaming of solutions allows you to flesh outthe potential upsides and downsides of each decisions. Often cultures frustrate this kind of thinking, but really we should be encouraging it. In your groups, encourage if/then thinking out loud so that people can jump in and process problem solving together. It will show others how to think and problem solve.
Decide. Of course, after you have considered many scenarios and options you must make a decision. Don’t become paralyzed by the problem-solving process and grind to a complete stop. Once you think you understand the upside/downside risk, lay out your rational for your decision and how you plan to minimize the potential problems (which have been laid out by the if/then thinking) and move forward.
This kind of strategizing, If/Then thinking, is a underutilized skill and we should model it and practice it in our leadership environments.
What are you thoughts and questions about if/then thinking? Let me know and I’d be glad to listen.
David Curry
