What Is The Proactive Paradox?

Sam is a team leader in a web development business. He has been promoted recently based on his superior technical know-how. Sam reminds his five team members at their weekly WIP meeting that he expects them to show initiative when dealing with their clients’ web development challenges. This message is well received.

Despite his good intentions, Sam has trouble letting go of the work—he enjoys the technical challenges and is a good web designer. Brad, one of Sam’s team members, also enjoys being a technical expert and the autonomy that role promises. But he notices Sam likes to meddle in technical decisions and sometimes overrides the work his team does.

Brad assumes therefore that Sam wants to be consulted on most decisions, despite being very capable to make his own decisions. Brad checks-in with Sam regularly and relies on Sam to make the final call. Sam is becoming frustrated by how dependent Brad is on him for answers, even though he’s oblivious of how much me jumps in to make technical decisions.

Being frustrated with the lack of initiative Brad is showing in his job, Sam decides to override Brad on several important decisions on clients’ work. He assumes that he needs to do this, since Brad seems too reactive and incapable or unwilling to think for himself, always checking with him how things should be done. From Brad’s point-of-view, this interference reinforces his view that this is the way Sam prefers it, even though he is irritated. Sam is also exasperated because he thinks Brad could show more independent judgment.

The proactive paradox has three stages: agreement, skepticism, and confirmation. At the outset, the manager wants their team members to display prudent initiative when the situation requires it. The team members want to show their initiative. There is agreement.

Enjoying the technical aspects of the job, the manager meddles, instead of leaving it to others. The team members notice this and are skeptical of their manager’s claims that they should act proactive. They’re skeptical and sit on their hands.

The manager notices this and gets frustrated. Why aren’t my team members showing initiative? So, the manager jumps in and fills the vacuum. The manager thinks he has no choice. If I don’t do it, it won’t be done?

This is the proactive paradox.

This is an extract from my latest book: Breaking the Proactive Paradox: Maximizing Performance Through Empowerment. You can purchase the book in most places, including Amazon. If you would like a significant discount then send me an email and I will send you the book for a 35% discount before 22 November, 2021.

Dr Tim Baker is a thought leader in leadership development and performance management, best selling author, and international consultant. having consulted across 21 industries over 18 years, Tim has discovered what makes people tick. To find out more, go to WINNERS-at-WORK Pty Ltd.