A thoughtful leader often assumes the role of teacher. He may also define himself as a co-learner with other members of the organization—given that the lessons learned today may not be applicable tomorrow. In his role as learner, the thoughtful leader tends to emphasize reflection on one’s own practices, as well as openness to alternative interpretations and perspectives regarding complex and recurring problems.[xvii] In order to make progress in solving these recurring problems, Ronald Heifetz suggests that “the task of leadership consists of choreographing and directing learning processes in an organization or community.”[xviii] To this important suggestion, we would add that this learning must be done in conjunction with ongoing calibration of performance (based on clear responsibility and accountability). As we have already emphasized, learning and calibration must be united—under the auspices of Best Practice 5.
Inappropriate Uses of Strengths
The thoughtful (yellow) leader is often criticized for never going beyond data gathering and analysis. The STS team can’t spend all of its time measuring and sitting around doing the analysis. The assertive leader is particularly inclined to be critical of the role played by thoughtful leaders in slowing things down (through that “damnable” slow thinking). The assertive leader often wonders if the thoughtful leader is simply risk-aversive—and as a result the thoughtful leader is preventing the organization from being agile and innovative. Assertive leaders suggest that the organizations can best learn by doing and that most of the information is only speculative at best.
Sometimes the thoughtful leader is also criticized (usually by the inspiring leader) for seeming to be insensitive. Just as the assertive leader may fail to account for human needs and feelings when moving an organization to action, so may the thoughtful leader fail to consider the human factor when exclusively focusing on facts and figures. They can use some gentle guidance from the caring Royal Purple advocate. While the thoughtful Golden Yellow leader might be of value in working closely with an STS team, this leader is inclined to focus on the “technical” rather than the “social” aspects of STS. Measurement is critical—but so is a caring and collaborative team spirit.
Inspiring and assertive leaders are also likely to be critical of the thoughtful leader’s overriding concern for being realistic. Unless some attention is given to the ideal state and to what people really want, rather than just to the current state and what people already have, there will be no incentive to take risks or get on with the job of improving the current state. We can only learn by making mistakes, and the thoughtful leader is often unwilling to make mistakes, despite his emphasis on learning. The assertive leader will suggest that an organization only learns by engaging the real world. The inspiring leader will suggest that an organization only learns when it tries to improve itself and move toward some desired state.
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