The Critical Need for Balance in Leadership Styles

Recently, we visited a few organisations to facilitate our Getting SELF and Getting OTHERS workshops, which highlighted and affirmed some crucial observations about leadership dynamics within organisations for me:

The dominance of Top Left leaders and the potential pitfalls it presents.? You will notice DivergenThinking jargon in here, so we encourage you to join our Introduction to Neurodiversity webinars to better understand what this means ??

Top Left leaders, those who excel in data, facts, and analysis, are undeniably vital.? They provide the clarity and informed decisions that drive business strategies. ?However, a recurring theme in our workshops is the gap in their understanding of the "how"—the operational processes, the structure, and the safety nets typically championed by Bottom Left thinkers.

The Risks of an Imbalance

When senior leaders, often CEOs and executives, focus solely on the "what" without a grasp of the "how," several issues arise:

1. Overwhelming Priorities: Without insight into the time, resources, and people required to execute their strategies, leaders may set an unrealistic number of priorities.? This not only strains resources but also overwhelms teams, leading to burnout and decreased morale.
2. Neglecting the Human Element: Under stress, Top Left leaders tend to become more rigid, focusing heavily on tasks and outcomes. ?This task-centric approach often overlooks the well-being of the people executing these tasks, creating a work environment that can be both demanding and demoralising.
3. Resistance to Change: TopL eft leaders typically dislike change. ?When stressed, they may resist new methods and innovations, preferring to stick to established data and processes. ?This resistance can stifle creativity and hinder the organisation's adaptability and growth.

Embracing Innovation and Creativity

To counter these risks, organisations must leverage the strengths of Top Right innovators and creatives. ?These leaders excel in thinking outside the box and can provide fresh perspectives on achieving goals. ?However, this requires Top Left leaders to become comfortable with uncertainty and to value data that challenges their biases rather than confirms them.

The data often used by Top Left leaders tends to reinforce existing beliefs, which isn't conducive to innovation. ?In contrast, innovation inherently lacks pre-existing data—it's about venturing into the unknown. ?Therefore, there is a pressing need for these leaders to adapt, to embrace discomfort, and to trust in the diverse strengths of their teams.

Moving Forward

As Dorinda Britton recently highlighted, to improve productivity, we cannot continue as we are. If current trends persist, New Zealanders may find themselves working 11 hour days to meet demands, a scenario that is neither sustainable nor fair.

To avoid this, we need to:

1. Reevaluate Our Approach: Leaders must stop and reassess how tasks are being accomplished.? This involves integrating the insights of those who excel in execution and process management—the Bottom Left thinkers.
2. Foster Innovation: Encourage and empower Top Right leaders to drive change and introduce new ways of thinking. ?Their creativity can unlock new methods and solutions that data alone cannot reveal.
3. Balance Priorities with Capabilities: Ensure that strategic decisions consider the operational realities Bottom Left strengths —time, resources, and human impact. This balanced approach can prevent burnout and maintain high levels of engagement and productivity.
4. Cultivate Trust and Collaboration: Leaders must learn to trust the capabilities often from Bottom Right empaths, of their neuro-diverse teams. ?By valuing different perspectives and approaches, organisations can foster a more inclusive and effective decision-making process.

Our workshops have emphasise these points, highlighting the critical need for balance in leadership styles. ?As we move forward, let's commit to fostering an environment where every nQquadrant—Top Left, Top Right, Bottom Left, and Bottom Right — can thrive. ?By doing so, we not only enhance productivity and innovation but also ensure the mental well-being and engagement of our people.

Together, we can build organisations that are not just successful but also sustainable and humane.

#Leadership #Innovation #Productivity #Workshops #DivergenThinking #TeamDynamics #Neurodiversity #OrganisationalDevelopment