We’ve All Heard of Role Modeling
Role modeling is easy in leadership.
Role modeling is often touted as the easiest way for leaders to lead teams, lead initiatives, and lead others toward goals and outcomes.
Just do what the right thing is, and then other people will see you doing it (social cueing) and will automatically do that thing (social proofing).
And then, of course, magically, the workplace will change.
The ease of role modeling has even been commodified into our culture.
“Just do it,” right?
…Except, There’s a Minor Problem…
The problem with role-modeling, if we’re honest, is the fact of other people.
Other people have their own motivations, motives, and intentions. They have their own desires, appetites, and needs.
And very often role modeling doesn’t address any of that, because role modeling is always an external act; whereas, the behaviors a leader seeks to change are always internal to individuals.
It’s a minor problem, indeed.
If Not Role Modeling, Then What do We Do?
Leaders lead. That’s the nature of leadership and the fact of being a leader.
But expecting that other people will do as you are doing as a leader, might just be creating an internal environment in you as a leader, that will raise fake expectations.
Or, at least, creating internal environments where you will always be frustrated as a leader, because “they” aren’t following your lead.
Give Me Something I Can Use!
Here’s a tip: lead by example but change your expectations of your followers. Expect them to follow the smallest possible example that works for them.
And then, ask them this question: What am I doing in my leadership that you can see yourself replicating?
Then write down the answer, and double down on that.
Where Can I Get More Information?
Get more tips on how to navigate the hairy world of leadership by ordering My Boss Doesn’t Care, the latest book from Jesan Sorrells, today!
We as a society of consumers, publishers, advertisers, and owners have failed to understand fully the radical implications of the communications schema we now live under with the presence of the Internet.
When almost everyone in the world has access to a keyboard, a microphone, and camera, almost everyone will become a publisher.
But, someone must fund that publishing in order for it to be seen by an audience willing to be changed by its presence in the world.
And while publishers may fail to understand the relationships between awareness, advertising, persuasion, publishing, and creation, consumers do themselves a disservice when they pretend that what a third party–wedged between them and the publisher–wants doesn’t matter.
There are multiple parties to consider in this transaction that is now going on at scale in the world right now:
Publishers are people (and sometimes organizations) who want to publish. They create, comment, click, like, share, and otherwise either participate, or validate, an opinion, a fact, or an idea through their actions.
What publishers want is a platform upon which to publish and attention from the audience they seek to impact.
Consumers are people who want to consume. They passively watch, applaud, share, click, like, and otherwise take in the opinions, facts, and ideas that publishers create.
What consumers want is to consume. Preferably without much action or engagement on their part and with as little friction as possible.
Owners are brands, organizations, and community builders of all types and stripes who want to own a piece of the communication real estate that the Internet has created. Owners create and own.
What owners want is to get paid for their work, their creativity, their cleverness, and their time spent building something for others. And they want to get paid as quickly as possible, as much as possible, as often as possible.
Advertisers are organizations, buyers, creators, and others who seek to intersect themselves in between owners, publishers, and consumers, ostensibly for the benefit of publishers and owners, but in reality, for the benefit of themselves.
What advertisers want is attention, awareness of the products, services, and processes they are seeking to persuade consumers. And they want it at scale, with as little friction as is possible.
There is little alignment between all of these parties (even though there is often confusing overlap), as the Internet has fractured and atomized the 20th century’s mass media, mass audiences, mass attention, and mass awareness.
With this lack of alignment comes confusion, misunderstanding, miscommunication, and at the end, scandal, corruption, mismanagement, and further erosions of public and private trust.
The best alignment is the type that removes the middleman from the interactions between the publisher and the audience and gets the publisher and the audience aligned.
The worst alignment is reflected in what is happening right now.
We as a society have gotten the Internet we asked for; dare I say, the Internet we wanted.
Now, at the beginning of yet another unraveling, a further atomizing and erosion inflection point in the overall communication culture, it’s time to ask for, and to want, something better.
Employees, managers, leaders, and organizations, don’t really believe the workplace needs to change.
If we really believed the workplace needed to change, we would hire and encourage employees to be candid about problems and issues, in a way that would interrupt the hierarchical power structure, and would encourage creative thinking, innovation, and risk-taking at the lowest level at work, rather than at the highest level.
If we really believed the workplace needed to change, we would have the courage to question issues that we see at work and propose equitable, non-hierarchical solutions to problems, issues, and conflicts, despite the impact of politics, power, or other considerations.
Which is why management training is a worthy investment by an organization into its potential and current managers, but management follow-through and implementation will always be difficult, but not impossible.
Which is also why the organizational view of management must shift and change, from one of day-to-day “keeping the train on the tracks” to one of “investing in pushing employees to be better today than they were yesterday.”
If we really believed the workplace needed to change, we would have the clarity to describe issues, conflicts, ethical and moral lapses, in clear, unambiguous language, rather than covering up with jargon, info-speak, or other forms of hiding.
Which is why organizational communication needs to shift to being more transparent, truthful, and honest. Workplace communication is about promotions, compensation, and all of the ways that we communicate non-verbally about culture to employees at all levels.
Because we don’t really believe the workplace needs to change, we don’t really believe the workplace can change in these three critical areas.
But, in order for the workplaces of the future to be better than workplaces of now–or of the past–we must work actively to change the workplace, whether our belief is solid, or not.
The impact of the next leap remains non-obvious for too many people, and too far off in many individuals’ minds. But then, there is the alarming presence of all the obvious “whens” all around us.
When the AI gets so good that human beings can’t tell the difference between the computer program and the human being.
When the machine learning gets so good that human beings can’t navigate managing and strategizing about the flood of data coming at us faster than the machine can.
When the amount of collected data is so overwhelming that human beings are paralyzed by analysis rather than having the courage to act in spite of the implications of the data.
In a world of those “whens”—which are arriving to the present as fast as they possibly can, no longer “whens” but “nows”—the only areas remaining to categorize, atomize, and to deliver on spec at low cost to an eager consumer, will be the emotional content of individual, human-to-human interactions.
The next leap is not around AI, machine learning, the Internet, or social media applications.
The next leap is not around robotics, data analysis, electric cars, augmented reality applications or virtual reality.
The next leap won’t even be around the industrialization of outcomes to spec on price, cost, labor, and work.
The next leap will be people—individuals, corporations, businesses, churches, schools—preserving and paying for the texture that individuality brings to human interaction.
The companies that are playing the long game of digitizing everything—every human interaction, every job, every product, every process, every service, and every crumb of knowledge—understand this las concept innately.
Google’s next great leap from dominance in the digital world will be from industrialization of outcomes to spec in a digital environment, to dominance in the material world of emotional, human-to-human interactions where spec means something different from individual to individual.
Are you playing Google’s long game, or are you playing humanity’s long game?
There are three questions to consider the answers to before you begin your next project, start your next job, voice your next complaint, or become frustrated in your next conflict.
What is the price?
This question is about trade-offs in a world of scarce resources, such as time, energy, effort, money, and so on. The price of something allows narrow, transactional negotiation to happen with seeming immediacy. The problem is, if you are in a race to the bottom with yourself on price, you’ll always be losing because the least expensive price is free.
What is it worth?
This question is about values and benefits in a world of abundant resources, such as time, energy, effort, and even money. Worth is personal, subjective, and priceless. Think about how much a glass of water is worth to a thirsty man in the desert who owns a Lamborghini. The problem is, if you have a mindset focused solely on the worth of an item, you may miss the cost of it.
What does it cost?
This question is about the work that a person puts into the development, maintenance, and growth of a product, process, or service. The work has a cost, from emotional labor to technical competency. The work is the cost. The problem is, we both undervalue and overvalue work for a variety of reasons that stem back to the root of worth and cost.
Before you launch your next project, start your next job, voice your next complaint, or become frustrated in your next conflict, please consider the answers to the questions above carefully, so that you know exactly where to put your focus.
The times that you wait to take a risk.
The times that you wait to apply an innovation.
The times when you wait for reassurance.
The times you wait for enough external motivation.
The times you are looking for permission to act.
The times you are waiting for “everything” to be “just right.”
The times you take the risk, despite not knowing how it will turn out in the end.
The times that you apply the insight from the innovation.
The times that you don’t wait for reassurance.
The times you don’t need any more motivation.
The times when you don’t need permission. You just act.
The times when “everything” is not “just right;” in fact, “everything” is “mostly wrong.”
Those are the times that are always here.
They surround you all the time.
If you’re waiting for stability, safety, surety, and certainty, those times are rare. And they don’t come unless you act—actively—to do.
Otherwise, the times that you’re waiting on are assured to never arrive.
Making a decision should be easy for managers.
However, when the cost of not making a decision is lower than the risk of experiencing consequences from the impacts of a wrong decision, managers tend to experience paralysis.
Writers share a similar mental experience when they navigate the fear of showing up to do the work of writing and the fear of that work being rejected. In this case, writers experience writer’s block.
Both writer’s block in artists and paralysis by analysis in managers come from the same root: Fear.
The Resistance to making a decision, showing up, experiencing consequences, or doing the work to make the change in the first place, is strong, persistent, and unyielding.
Managers can be artists and creative with people as well as writers can with words, idioms or ideas; or, they can be technicians in the way that writers can be merely typists.
But either way, showing up and doing the work persistently and consistently, is the only act that frees us from paralysis and blockage.
Many people who have the historical memory of a different communication world, intuit that the digital world is moving too fast, taking away too much of the “old” world and values that used to be held dear, and is corroding what has remained.
There is also the unstated worry, that the world of digital is moving so fast that it has passed by the wise, in favor of the ignorant, ever seeking knowledge, but failing to ever find the Truth.
The list of problems and issues these people have with modern digital communication are endless:
Lack of relevant empathy.
Increases in narcissism.
Lack of ability to listen.
Loss of critical thinking skills.
Loss of interpersonal communication skills.
Valuing speed to being first over the patience to determine whether you could be wrong.
And so on. And so on. And so on.
I have immense empathy for those who believe that the world is passing them by.
There is an incalculable need for human wisdom from all areas and perspectives to add value by leveraging new digital tools, that it would be a shame to let people other than the wise, to have all the fun in our new digital paradises.
Don’t you agree?