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I’ve seen a number of posts on LinkedIn recently saying leaders have to act like a GPS. I understand what the comments are attempting to say, meaning that leaders should provide direction. But truthfully, I feel there’s more to “act like a GPS” than simply providing direction.
It jogs my memory of a time when Mr. Bartender and I were driving to Miami for an area festival. Since we had never been to this a part of the town, we were using the GPS in our automotive. Nevertheless, on this particular day, the GPS wasn’t getting the job done. We were driving throughout, getting frustrated that we weren’t where we desired to be. Then it occurred to us that we were putting all our faith on this little piece of apparatus. And perhaps that wasn’t the precise thing to do. Now, apply that story to the workplace. Sometimes, we depend on an individual, an organization or a process to offer us all of the answers. Identical to we expect a GPS to offer us flawless directions.
Even when we’ve got a variety of resources at our disposal, it’s necessary to keep up perspective. Remember even the perfect leaders can have an off moment. And so they may not have all of the answers. That doesn’t mean they aren’t smart and in a position to provide excellent results.
For those who’re wondering how my Miami story turned out, well, eventually, we found our location. Only to find there was absolutely no parking on the event. So, we turned around and went home. But all this speak about leaders and GPS jogged my memory of the teachings I learned along the way in which.
- Leaders (and GPS systems) are only pretty much as good as the data they get. For those who give a GPS the mistaken address, it is going to take you to the mistaken location. Pure and straightforward. Same goes for the leaders and other people you’re soliciting help from. The answers they supply will only be pretty much as good as the data they’ve.
- Leaders (and a GPS) can offer multiple options. Today’s GPS technology will offer 2-3 routes to get somewhere (quickest, no tolls, etc.). That is true for a lot of things in my personal and skilled life. For each query, there may very well be several answers. Everyone must resolve for themselves the perfect one to take – it may be the best, the most cost effective, etc. depending upon individual circumstances.
- Sometimes we want to follow our intuition. There have been times when using my GPS that I’ve said to myself, “Something isn’t right, I feel we should always stop and double check.” Despite the fact that we put the GPS in control of navigation. Possibly you’ve done the identical. We all know something isn’t quite right but, because we’re not in charge (aka the leader) … we don’t say a word. And we possibly pay the consequences for our silence. In my Miami story, the consequence was immaterial – a scenic drive through Miami. But there are situations that find yourself much worse.
- A second opinion could be beneficial. Speaking of following your intuition, during those times after I’m questioning the GPS, I’ll take out my phone and check Apple Maps or Google Maps. One other route appears. It gets us to our location. At all times remember you possibly can ask for an additional opinion. Even when it’s simply to be certain that you’re getting good information. (Oh, and a side note – Apple Maps and Google Maps aren’t at all times in agreement on the perfect path to take.)
- Don’t be afraid to ditch the trip. Like in my Miami story, yes, we found the destination but sooner or later, it just wasn’t value it. There are things we find yourself doing in life because we feel we’re purported to. Or we’ve already invested a variety of energy and would consider it a waste if we didn’t undergo with it. If it doesn’t feel right anymore, it’s okay to quit and move on. Leaders are allowed to vary their mind (provided they impart it that way).
With regards to directions, I still use a GPS. Nevertheless, in relation to business leaders, I expect greater than just directions. Leaders have to get and provides good information. When possible, they need to offer multiple options to attain the goal so the team can resolve what’s best. They need to let people ask questions and supply feedback, so everyone has confidence in the data and the method. And at last, they need to change direction (or quit) when it is sensible to achieve this.
Image captured by Sharlyn Lauby while exploring the streets of San Diego, CA
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