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For Every Action, There Is a Reaction
At the risk of Sir Isaac Newton rolling over in his grave, this is a paraphrase that conveniently allows us to talk about behaviors and implications. For every action, there is a reaction. For every behavior, there is a consequence.
Broken down into its simplest form, when we make a choice about how to act or what to do, there is a consequence – sometimes good, sometimes bad. Recognizing that link and taking ownership for the consequence is an area where learning and self-improvement occur.
As leaders, people look to us for advice. Advice can take two forms – providing answers or fostering learning. Answers – such as how to make a project successful, how to turn around performance, or how to sell more stuff – may help in the short run.
Answers can be a useful part of giving advice, but we also have an obligation to those we lead to help them build capability – to help them be successful in the long run. We need to approach the advisory aspect of our leadership roles accordingly. That’s where Newton comes in.
A Framework for Providing Advice
For every action, there is a reaction. For every behavior, there is a consequence. Sometimes, consequences are positive. Sometimes, they are negative. What if we used this as a framework for providing advice?
Instead of providing answers, what if we helped people by sharing our insights about the consequences that may result from their choices in behaviors?
This would allow people to choose which behaviors to exhibit. More importantly, it would make them responsible for the outcomes.
The benefit we add as leaders is sharing wisdom and foresight to help them see the potential implications of the paths they might choose. Ultimately, they would make the choice and live with the outcome. That sounds like accountability.
Offering Advice: A New Perspective
Here are three examples of fostering learning:
- Project Success. Instead of telling someone how to run a successful project, walk her through all of the options and help her map out the pros and cons of each.
- Improving Performance. Instead of telling someone he needs to give more at work, explain to him that his current level of effort is eroding team trust, and that new behaviors will be needed to avoid termination. No threats. Just a clear understanding of the consequences of his choices.
- Closing Sales. Instead of telling someone the steps he needs to take to make more sales, help him see how his current style is received by prospects and guide him to adopt a new approach to achieve better results.
Concluding Thoughts
Let’s apply this framework to how we give advice. As leaders, we have a tendency (and honestly, sometimes a selfish need) to be the ones with all the answers.
When we demonstrate this behavior, the consequence is a difficulty in establishing a culture of accountability and a stifled learning environment… which really doesn’t sound much like leadership at all.
Newton must have been a pretty interesting guy. In addition to leadership theory and his affinity for apples, I hear he knew a thing or two about physics. I wonder who advised him? I’m guessing they didn’t give him a lot of answers.
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