Leaders, Are We Learning or Proving?
by Kate Nasser | 6 Comments »
The world of science has shown us the value of proving over assuming especially where it impacts human life. Scientific discovery has also shown that learning leads to proving. Consider the accidental discoveries from penicillin to microwaves.
So what does this have to do with leadership? A great deal. How much do we as leaders miss when we are out to prove rather than out to discover and learn?
Leaders, Find the Balance between Learning & Proving Image: OrangeBrompton
Learning
- Opens doors to possibilities we couldn’t possibly foresee
- Engages employees with their learning and for their contribution
- Develops the next generation of leaders by combining their talent and our experience for the unknown demands of future business
Proving
- Protects and ensures. Think of child-proof caps, tamper-proof locks, proofing before publishing.
- Sets high standards. Proving grounds are where ideas are tested for accuracy, impact, and strength.
- Gives others a safe zone to accept new ideas. Investors often want a proof of concept before investing in a new idea.
There is value in both if we find the balance.
Lose the Balance When
- Previous experience creates insecurity. Did a bad mentor or previous boss tell you that success was all about proving yourself every day? Balance is lost.
- Switching work cultures. For example, if you worked in a clinical environment where lack of proof can kill people you might misapply that standard to a non-clinical environment where lack of learning kills innovation. Learn to balance!
- Fear and perfectionism rule. When either of these are in control of a culture or a leader’s actions, employee engagement and innovation will suffer. Proving may feel safe yet it is actually eroding the foundation of success.
Finding the Balance
- Self-awareness. Ask ourselves which side do I naturally embrace — learning or proving?
- Understanding. List out why that’s the preference.
- Feedback. Get examples from those we lead on the negative impact of our preference. Where has too much proving caused trouble? When has learning and not enough proving created trouble? Examples provide help facts triumph over emotion.
- New pathway. In collaboration with those you lead, chart a new path to balance learning and proving.
Demanding proof too early slams the door of discovery shut. Refusing to prove can discredit innovation with the legacy of a just another dumb idea.
Learning opens the door. Proving ensures that what comes through it is not harmful. When we find the balance between learning and proving, we chart a path to success.
– When is a proving approach most harmful?
-When does the learning approach create the most risk?
I welcome your comments below.
From my professional experience to your success,
Kate Nasser, The People-Skills Coach™
©2012 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish this post, please email info@katenasser.com. Thank you for respecting intellectual capital.
Kate Nasser, The People-Skills Coach™, delivers coaching, consulting, training, and keynotes on leading change, employee engagement, teamwork, and delivering the ultimate customer service. She turns interaction obstacles into interpersonal success. See this site for workshop outlines, keynote footage, and customer results.
Hi, Kate.
I know I, personally, have always leaned more towards the side of Learning, but I’ve learned the value of Proving what I’ve learned by writing about it and sharing it with my own community. Oftentimes, when I’m learning something new, I’m only a few steps head of those I’m teaching. That’s not necessarily a bad thing, because it allows their questions and comments to shape the direction of my Learning, making my input more valuable to them.
Thanks for sharing this post, and initiating this conversation!
– Tara
Great personal insight Tara. Most everyone has a natural preference. Greatness, as Dan says (above), lies in keeping that delicate balance as deftly as a cat.
Many thanks for your contribution to this discussion.
Kate
Kate
You’ve identified another very important and sensitive balance point in the work of creating a powerful culture. Both learning and proving are challenging in their own unique ways and your suggestion this is often a matter of preference is indisputable for both individuals and for organizations. The really great leaders I’ve known seem always to be creating and holding that balance — and tweaking it. Like a cat that bats the ball of string from one paw to the other and back again, it’s a matter of very engaging and useful play. How cool can our inventions, services, and decisions be? How truly valuable and practical can they be, and can we prove it? Evidence and inspiration must come together in all that is produced. The language and motives leadership must be big enough to embrace both intuition and discovery, and the proof they are not just a pipe dream. And as you say, go get the feedback if you are unsure where your preference — or its impact — lies. Excellent.
And once again Dan, the images you offer take us deeper into this awareness. In one sentence you sum up the definition of balance: “Evidence and inspiration must come together in all that is produced.”
Lean to heavily to one side or the other — and the cat drops the ball of string!
Warmest thanks,
Kate
Kate,
What an important distinction! Proving versus Discovering. Choosing the latter approach opens doors for creativity, idea acceptance, and improved relationships. Proving is a more defensive posture, closing doors and, unfortunately, minds. This shift in approach opens up the opportunity to lead in a much better way.
Thank you for highlighting this difference.
Jon
Hi Jon,
So pleased you weighed in on this discussion. I have always seen the distinction — first as an employee with a leader who wanted everything proven before we made any moves and for many years now as a consultant.
There is a time and place for both. Most often — start in learning mode and bring in proving at critical points when appropriate.
Thanks and regards,
Kate