Are You Leading Through Reading?

In Malcolm Gladwell's book, Blink, he used the term "thin slicing" as the ability to make decisions quickly.

That's what leaders have to do.

There are times where gathering information, selecting data and test marketing are not options.

Leadership happens in real time and decision making is done when you're not ready.

Now if you consider yourself deliberate or a slow-processor don't be discouraged.

Managers face this dilemma on a daily basis.

In the middle of reaching your flow state - it's interruption after interruption!

(The part you should get used to is being interrupted)

But it's during these unplanned scenarios where your character is tested.

Wait, what does that mean?

It means in pressure situations what's inside comes out.

(I know I'm not selling the benefits of being a manager well...)

In my first full-time job out of college as a Youth Director at a church I learned this lesson well.

Often students, staff and parents (sometimes simultaneously) looked at my reaction/response during tense moments.

As a self-proclaimed planner I'd like to say I prepared for every circumstance, but then I'd be lying.

It was during those chaotic times where I felt I was at my best.

Did I always make the best decisions?

No.

Yet was I not only focused on what I did, but also how it impacted those around me?

Yes.

That's a fancy way of saying I knew the ripple effect of my decision almost immediately.

That feeling of responsibility was one of my drivers for that role.

You see leadership isn't just about the skills.

It's about the connection with those under your care.

You'll never truly become the best leader you can be without thinking about the development of your team.

In this context, thin-slicing is about doing what's best for your team at a moment's notice.

That process involves remembering the faces of the people your decision will influence.

In ways reading people is about knowing them well enough to predict how they will respond.

Now if you've just met someone, the stimulus gathered is sparse.

But isn't that what most interviewers are faced with?

As someone is talking you're assessing how genuine the person's words are.

If it sounds judgmental, it's because it is (you're reading them).

Similar to my post about treating people differently, leaders have to gather limited information and make the best possible decision.

Yes, the ones who do it better treat it as an art and science.

Almost instinctual.

Yet isn't that one attribute that makes great leaders?

Leaders are not expected to be perfect, but they need to be decisive.

From my own experience, the more times you face adversity the better equipped you are to face it in the future.

The best managers at any company know their people well.

They put in the time to build rapport, ask questions and give feedback.

Reading people becomes easier when you care about the person first (over being right).

It's been said introverts make strong leaders.

Although I am a bit biased towards agreeing with that statement, the proof lies in observation and active listening.

The more you know about a person, the better you will be at reading how they will react.

Sure, some people have a natural affinity for making this look easy, but in order to master it you have to put in the reps.

The best leaders who are great people readers have developed a knack to see the invisible (body language as non-verbal communication included).

They're easy to locate because people who interact with them feel heard and valued.

If you want to be a great reader of people, observe more, listen openly and clarify what is being communicated.

Great leaders transform care into empowerment on a regular basis.