From Data to Decisions: Navigating the Complexities of Modern Leadership

Joseph Clementi Joe H Clementi

Data, Deception, and Disconnect

Data is power. Having data gives you unprecedented access to the next level. It is marketing genius that provides insights unlocking a new audience. The meeting began with graphs and pie charts highlighting their success, each chart fueling anxious anticipation for the next unveiling. The presenters' language poetically changed chords in rising tension, building up harmony and dynamics.

However, the problem with data is that it can be interpreted as infallible.

The team sat in silence as the pundits pontificated on the future in painstaking detail, each monologue lasting longer than the last. You could feel the mood change as the room became more fidgety. What started as a low grumble rippled into murmurs of displeasure. The data accurately depicted the results, but discomfort arose from the realization that the culture did not meet the metrics.

A contest of Egos.

A swell of gamesmanship permeated the room. The celebration had become a contest of egos. Blinded by their ambition to be “better than” their peers, the speakers misread the room. Managers performed their annual PowerPoint ping-pong, failing to identify headwinds and steering right into the storm. The tension was palpable as the message missed its mark.

Sensing the discordance, Reina stepped away from the podium mid-presentation. She paused in confident reflection and said, “I cannot help but notice how divided we are. Sure, our results are meeting the pro forma, but are we working together to achieve, or are we working in silos to protect?”

The room fell into stoic silence as the question settled like a smoke bomb. The next few minutes must have seemed like an hour. One by one, the tables began to speak, sharing process breakdowns and the willingness to sacrifice values in pursuit of short-term financial rewards. They spoke of the negative effects of silos, perceived roadblocks, and stopgaps creating compliance rather than collaboration.

It was a revelation for the leaders in the room. Reina remained patient as the room emptied their glass. One of the managers stood and asked Reina for her perspective, evident that his approach came from a defensive mindset.

Influence: A Beacon of Purpose or a Tool of Compliance?

“Influence,” she said, “is created from the inside out. Intentional influence—one that endures—is created and sustained from the inside out. Absent of purpose, our actions work in competition with our intention. Our responsibility as leaders is to be stewards of our why. To serve others to achieve a greater outcome. Above all, our stewardship is about putting our service above self-service.”

They spent the rest of the afternoon working in cross-functional groups, understanding one another’s views, and creating gateways for better, more collaborative game plans. By the third-quarter meeting, the team was far more connected to the results. The attendees were more receptive to group challenges and debated with a solution-based mindset. The combined financial performance resulted in nearly double-digit growth compared to the prior year.

Igniting Purpose: Empowering People to Engage and Thrive

The authors of [“Unleashed”], Dr. Frances Frei and Anne Morriss, describe it this way: “Leadership is about empowering other people as a result of your presence—and making sure that impact continues in your absence.” Successful organizations have a foundation of leadership stewardship that serves others, a place where teammates are inclusive, and where diverse opinions are absorbed and ideas are implemented.

According to [Gallup], 84% of U.S. employees are "matrixed" to some extent—they might work on multiple teams every day, reporting to the same or different managers. Matrixed team structures can help companies be nimbler, especially in an increasingly agile workforce era. However, just as matrixed structures do not automatically ensure more success, placing individuals on highly matrixed teams does not automatically make them better at teamwork.

Here are three methods to ensure more alignment with objectives:

1. Involve the team in goal creation and define how their work achieves success.

2. Get clear on expectations and set standards of performance.

3. Emphasize the role and connections to the greater purpose.

Achievement is getting things done with excellence—delivering our personal best, not perfection. When we are acting in our authentic leadership, we exhibit behaviors consistent with our core values. Making a difference means working toward a purpose beyond self-interest. People in high-performing teams enjoy winning in the context of collaborative competition, doing so with honor, integrity, and humility.

Shifting Landscapes: The Power of Varied Perspectives in Modern Workplaces

This concept is highlighted in the book [“Living and Leading with Heart Above the Line”] by Stephen Klemich and Mara Klemich, PhD. They state, “For our grandparents, a good workplace culture might have been a place where a team of people silently went on with their jobs, completed tasks, obeyed rules, and clocked off at their assigned time.” They go on to explain, “Old-style leadership was based on a hierarchy of pride and fear. In the world we live in today, though, value is placed on a partnership of humility and love. Now we live in a generation that is highly educated, so the gap between us and them has vanquished. The gap between hierarchical levels has broken apart.”

I will wrap up this newsletter with an appropriate quote by Stephen Klemich and Mara Klemich, PhD: “Organizations do not innovate, people do. Organizations do not turn a business around, people do. Organizations do not lead culture, leaders do.”

What a fantastic way to conclude this edition of the Curious Leader. When we focus on the combined energy of our people, true potential is revealed. Leaders use the power of character conversations to alter the language of leadership, embracing the capacity of people to achieve potential. Furthermore, effective leaders deploy training to connect the dots of learning and development, using circular relationships to fill knowledge gaps, evaluate needs, and coordinate behaviors.

Thank you for spending your valuable time with us. We are grateful for your support and are committed to delivering content that matters. If something here resonates with you, please like, comment, and share. Join us today and become part of our community!

Join us today and become part of our community!

For more leadership development content, follow us on LinkedIn, Threads, Instagram, Twitter, YouTube, and our blog at joeclementi.com.

Subscribe to the "Curious Leader" newsletter on LinkedIn.

Embrace the grind. Enjoy the journey. Keep leading.

? 2024 Joseph Clementi. All rights reserved.

?