My season of low tolerance
"I’m not impatient; I just need everything to happen right now." Anonymous
I’m known as a caring, attentive, and patient leader. I do my best to get to know someone and then I provide those things I know they are looking for in a leader-led relationship and in a work environment – fulfillment, autonomy, praise and recognition, safety, discipline, and growth. This is my “List of Six,” from my first book, “It’s Personal, Not Personnel.” I know I’m leading well by the feedback I get from my people. Indeed, I don’t always get it right and I’m always growing as a leader. My organizations and my small businesses, moreover, my people generally perform well under this style of leadership. But we and they have their moments.
I mention often that, “I care, but the business doesn’t.” I’ve blogged about that previously. I offer this statement as a way of coaching people into better performance – to help them understand that their position and paycheck will vanish if the business fails. The business (its customers) does not care if John is sick this week or Kay has a court appearance. It does not care that Walter has been up all night caring for his dog or that Maria is super busy. It is a cold hard truth and those who understand it and do their best to perform at their peak will excel. So too with the business.
I’ve had some setbacks recently in one of my businesses. I’ll spare you the details, but these setbacks put a serious dent in our cashflow, performance, and reputation – all non-negotiables in a small business. The leader that I am, I was patient and forgiving; perhaps too much. I didn’t swoop in and initiate widespread changes with a wrecking ball. I took stock in our vision and our people in hopes we would overcome. We didn’t and I took complete ownership. Then I turned on a personal leadership switch and entered my season of low tolerance.
This season I’m in will have a positive end result, but I’m not particularly excited about it. Low tolerance which for me means essentially taking charge, stripping autonomy from people, making bold, somewhat impersonal decisions, is counter to my patient, empathetic, gentle coaching ways. But the business demands it so here I am. The season is marked by direct, hands-on leadership where, without much input, I halted some expenditures. I visited with clients to offer an apology on behalf of my business attempting to repair the relationship. I even fired a few people. I wasn’t necessarily rash. I was certainly not toxic, but I acted decisively and confidently, explaining (briefly) my reasoning before making bold moves. I’m already seeing the results of the season – of my leadership approach.
A season of low tolerance may befall you as a leader. Your organization and its people might just need your ‘season.’ Low tolerance or direct, bold leadership may occur after a series of failures by people or systems. It may occur when complacency sets in, where people get overly comfortable in their roles skipping steps and getting sloppy in their work. It may occur because you have been too tolerant and patient with a person or process. It may occur, or may be required when survival of the business, project, or system is at stake.
This is not a pass or open door to toxicity. There is never a good time for that. It is a time for impatience, audaciousness, self-assured leadership, even a bit of micromanagement. This season must have an end. While there are positive elements within your low tolerance approach, you should return to a steady-state form of leadership which forms and fosters my “List of Six” for your people. Should you find yourself in the season I’m in, do a lot of quick explaining as you take charge and pull people and systems with you.
Know yourself. Know what season you are in. Know when you must adapt your leadership approach. Your season will end. For an intolerance period such as mine, the season may end abruptly or fade away. Like the leaves turning color, marking the end of summer, I’ll get a sense of when my season is ending. It will be the performance of my people, our systems, and our cashflow. I’m cautious not to end it too quick – to rush back to my characteristic ways. We had some big financial wins this week but that which caused our troubles still exists therefore, I’ll stay in this season – for now.
Make it Personal!
Rob
Rob Campbell