Why Do We Prefer Problems We Cannot Solve Over Solutions We Do Not Like?

The greatest responsibility and often the biggest challenge for a leader is driving deliberate, positive change. The problem is that people remain entrenched in habits of thinking that aim protect the status quo - even when that status is is one of extreme dysfunction. What is it that makes us choose to bury out head in the sand - rather than ask the kind of tough questions that will guide us forward?

The answer is that we have allowed comfort to become a necessity and our aim - rather than a by-product of our worthy accomplishments. By doing so we have institutionalized incompetence by making it safe and comfortable to accomplish nothing meaningful. We have extended the protection we ought to provide to those incapable of caring for themselves to those who are capable but choose not to. This may well be borne of good intention - but is an enabling behavior that has terrible consequences.

Expanding our comfort zone has many unintended consequences. The first is that it makes it easier to hide. Rather than mustering the courage to face our fears we tune out the outside noise - and even the conversations in our head like the ostrich. But even more insidious is that we tend to learn and grow in reaction to some level of discomfort and dissatisfaction. A little comfort tends to boost the illusion of safety and allow us to snooze.

Leading change is not just desirable - it is absolutely necessary. Change is a constant and is inevitable, but random change rarely steers people and organizations safely from danger.

Rudderless change is what often causes or at least contributes to the dysfunction that stands in the way of the progress most people envision for their lives - or the organizations that they lead. While some people may believe that they thrive in chaos, it is more likely that they are simply awakened by the shot of adrenaline they experience.

Adrenaline might jolt us into action - but it also diminishes our ability to make critical decisions or at the extreme - even utilize fine motor skills. We become highly reactive but far less effective - in particular when situations require creative solutions. Our body and our minds become rigid when the demands of a threat call for flexibility.

The solution is to learn to get comfortable with the idea of being uncomfortable.

The role of the leader is to help people become competent and accomplish what is most important. This is a matter of elevating human potential by ensuring that people are not only equipped with the necessary competencies ( knowledge, skill, talent and credentials) - but that they are conscientious in applying them.

When people believe that they are contributing to something that extends beyond their personal needs and desires (driven by conscience) they are willing to find the grit that enables them to push themselves towards whatever it is that they understand they must accomplish. They step outside their comfort zone - where they can learn, grow and accomplish things that are meaningful, significant and positive.

Rather than snoozing they realize their potential to come alive - to experience real joy in their accomplishments. It is in these moments of overwhelming joy (MoJo) that people find they connect growth to purpose - and strive for real competence - and personal virtuosity.

People stop being complacent about problems when they discover the enormous joy found in solving those problems. Rather than shy away from solutions they don't like and tolerate dysfunction - they find the courage and determination to lean into the things that scare them. They become fully competent. And the world becomes a better place.

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Phil Liebman is the Founder and CEO at ALPS Leadership - We Guide CEO's and Their Leadership Teams to Become Exceptionally Competent Leaders and High-Performance Organizations

www.ALPSLeadership.com

Phil is also been a Group Chairman with Vistage Worldwide since 2005 - where he helps leaders realize their potential by learning with and from other leaders. He is the author of the soon-to-be published book, "Cultivating MoJo: How competent leaders inspire exceptional performance."