Incomplete Thinking: I Don’t Want to Bother the Leader With That
by Kate Nasser | 2 Comments »
If you find yourself saying, “I don’t want to bother the leader with that”, stop and realize it’s incomplete thinking. In fact, it’s risky incomplete thinking.
Risky Incomplete Thinking: I Don’t Want to Bother the Leader With That. Image by Cummings Properties via Flickr.
“I Don’t Want to Bother the Leader With That” is Risky Incomplete Thinking
To make good judgment calls in these moments, ask yourself:
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Is it critical and time sensitive? If the answer is yes, then why delay? Are you afraid of the leader’s reaction? Forget your fear and do what is best for the organization.
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Are you concerned that the leader will see you as needy and incompetent? This is limited incomplete thinking. It doesn’t include your talents. Be confident, raise the issues, and avoid the risk that comes with not communicating.
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Is the issue your salary? Many people are afraid of asking for a raise. Yet thinking that asking means you are bothering the leader is ridiculous. It sidesteps the real issue — your fear. Do some research on how to ask for a raise and then do it.
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Do you believe you should only go to the leader as a last resort? Why do you think this? Did the leader say it or are you assuming it? If the leader hasn’t said that, you may cause problems by keeping the leader in the dark.
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Are you unclear about why you should talk to the leader about an issue? This is risky incomplete thinking. Clarify the issue, the impact, and what you want the leader to do. Leaders will respect you for being clear.
Leaders, do your part to prevent this incomplete thinking about bothering you. If a sign on your desk says, don’t come to me with problems, then you are creating a risky culture. A crisis may suddenly surprise you one day and you will be the reason.
Great leadership doesn’t mean delegating and then closing your door. Exceptional empowerment doesn’t mean abandoning your staff. Let them know it’s OK to collaborate with you. When the teams want your perspective, give it through insightful questions. You will see their judgment and critical thinking improve and that’s a good thing.
From my professional experience to your success,
Kate Nasser, The People Skills Coach™
©2018 Kate Nasser, CAS, Inc. Somerville, NJ. I appreciate your sharing the link to this post on your social streams. However, if you want to re-post or republish the content of this post, please email info@katenasser.com for permission and guidelines. 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.
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When I joined an existing team as a new VP in the division, my door was always open. I wanted my team to come to me not only so I could get up to speed but so I could help them overcome roadblocks before they became walls. In truth, it freaked out my team since it was not the way that they were used to working with prior leadership teams. We had a long talk about it and told them they had to get over their discomfort – we’re on the same team and both want the same thing – shared success.
Spot on, Kate!
Alli
So grateful for your first-hand account and example Alli. It paints a powerful and clear picture of exactly how the leader can embrace collaboration with their teams.
Thanks!!
Kate