The current condition is often articulated or clarified by the thoughtful leader (discussed below), whereas the state in which the organization would like the organization to be is often articulated or clarified, as we will see, by the inspiring leader. The assertive leader then tries to fill the gap between this real and ideal state. Alternatively, she tries to change the organization’s appraisal of its current condition (often discounting the contributions to be made by the thoughtful leader) or commitment to its desired state (often discounting the contributions to be made by the inspiring leader).
In the first instance, the assertive (red) leader would suggest that if we can’t get from where we are to where we want to be, then perhaps we should find somewhere else to go. In the second instance, the assertive leader suggests that we either rethink where we are now or ignore the information that we have so that we don’t get bogged down in despair or pessimism. Both of these frames are innovative in nature and only are likely to work if the reframing is a collaborative effort (Best Practice 2). When the assertive leader is simply ramming the frame down the throats of those working with him then the innovation is likely to topple.
Ideas and Actions
Assertive leaders tend to focus on ideas and action. They like a bright new strategy or a new way to be creative. Best Practice 2 lives in their interests and priorities. The big challenge for the Assertive leader typically involves the first half of the Best Practice 2 focus—which is collaboration. Our red leaders are often intolerant of groups—especially nonproductive groups! They are impatient with extended expression of feelings or images of some amorphous desired state. They also tend to grow impatient with extended review of financial or production data, alternative proposals, critical analyses or systematic planning strategies. This is where the Blue and Rainbow orientations of many successful Best Practice 2 leaders come to the rescue. The impatience of Red is matched by the concern regarding human welfare of Azure Blue and the desire for productive relationships to be found among those with a Rainbow orientation.
There is much to admire among the assertive leaders. They want to get on with their work, are willing to devote considerable energy to getting the job done and are not afraid to get started and readjust the plan once they are underway. Assertive (red) leaders are usually willing and even eager to take risks. Yet they also want to establish clear lines of authority and responsibility so that nothing will distract them from getting the job done. If the action is not successful the responsible party can readily be identified, provided lines of authority and responsibility are firmly established.
Anxiety and Action
All of this makes sense in a VUCA-Plus world. Anxiety is being contained by establishing these boundaries of authority and responsibility. The anxiety is being metabolized in turn by a focus on achievement. Anxiety is converted into action. Adrenaline is produced and deployed to fuel the action. Negative stress becomes U-Stress when members of a team have left behind the state of freeze and helplessness so that they might now entertain a sense of hopefulness while doing something to address a challenging issue—and as result finding some success. As they say in the world of professional baseball, the team with great clubhouse spirit is the team that is winning.
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