Grant Employees Permission to Think

I read business books constantly, and every once in a while I fall in love with a book. It begins to have relevance to so many aspects of my work as a coach and my own experience as a leader that it literally finds its way into my daily activities.

Right now that book is Quiet Leadership by David Rock.

Rock's thesis is that when people are underperforming, leaders frequently try to fix problems or processes. But that rarely works, especially in an information economy. What we have to do is help people to think differently and thereby find their own solutions. He backs everything up with the latest research in brain science, which shows how our mind literally resists change in its neural pathways, and we must forge new circuitry to do something differently. Humans can only do this by thinking for themselves, so our job as leaders is to help workers get there.

Rock's well-conceptualized model covers more than fits in this column. However, a few points hit so close to home that I wanted to share them. These specifically address the question, "How do I get better performance from my employees?" Most coaches will tell you this issue keeps them in business.

Here are a few points Rock makes:

1. Facilitate conversations that allow people to think for themselves rather than tell people what to do. Neuroscience has proved that everyone creates unique mental maps, so two people reach the same conclusion differently. Telling people what to do and how to do it burns them (and you) out, and inhibits their ability to learn for themselves. As leaders, we should focus on asking the right questions to help employees create their own solutions. One extra benefit: "A-ha" moments create a burst of energy when adrenaline is released. It's that feeling that makes you want to get up and take action after a discovery. If your people seem to be less than enthusiastic, figure out who is doing most of the thinking--them or you?
    
2. Focus on solutions rather than problems. When crises occur at work, we usually call folks into a room to analyze what went wrong. If we're lucky, we spend the last few minutes of the meeting working on a solution. Rock argues that this method is inherently flawed. We should spend most of the time discussing solutions that will correct the problem. The past is the past; though we should learn from it, no one benefits when we focus our energy on reliving it.
    
3. Listen for potential rather than pitfalls. Typically, when someone comes up with a new idea in a meeting, everyone jumps in with all the ways it won't work. It's almost as if finding flaws makes us feel smarter. Strong leaders listen for potential in conversations and--back to the first point--ask questions to help the individual identify the pitfalls herself. Instead of honing in on the negative, leaders accentuate the positive. Many times good ideas are lost because, instead of capitalizing on the seeds of a great plan, we use imperfection as an excuse not to plant anything.
    
4. Push people to stretch. The human mind is meant to extend itself and continually gain insights. We're happiest in our work when we are growing and learning. Yet, being the complex organisms we are, we also vehemently resist change and discomfort. A leader's job is to create ways for our teams to stretch their skills and to support people's willingness to take risks. We're doing our companies and our teams a disservice if we don't encourage people to test themselves.
    
5. Communicate with more intention. I've discussed this theme multiple times, and for good reason. A leader's communication, in all its forms, resonates beyond the moment for those listening. We must embrace the idea of intention in our language. Rock discusses this as being succinct, specific and generous.
    
6. Be bold with accountability. No one enjoys holding other people accountable. It's common for even seasoned leaders to set squishy goals or to dread the Come-to-Jesus meeting. Rock gives us an even stronger reason to drive accountability early and often. When we think for ourselves and discover solutions, the initial burst of energy that puts us in execution mode eventually wears off. For example, have you ever read an article that makes you set out to implement a change at the office, only to get distracted and later forget why you were so excited in the first place? We should be prepared to help others capture that enthusiasm, convert it into concrete goals and then hold them accountable. It sustains momentum and converts ideas into actions.

One of the most vexing parts of leadership is that when there's a problem with your company, you need to look in the mirror first. Rock's book gives us a map for what to look for, backed by science for all those analytical types who want to know not only "how" but "why."

It may provide the "a-ha" moment and burst of inspiration you've been seeking.