The tendency for assertive leaders to act impulsively comes from their eagerness to move forward without adequate attention to the current state in which they and their organization find themselves. They want to reduce anxiety by taking action—regardless of the consequences. The assertive leader is to be admired for charging out of the organizational foxhole and exhibiting considerable courage in exposing himself to the enemy’s fire. This courage is essential for innovation to be successful. However, it doesn’t do much for the anxiety that exists in this threatened organization. It seems that courage might be essential, but it is not sufficient. The assertive leader is likely to leap out of the foxhole without knowing why she is at war or without checking to see if she has brought enough ammunition to defeat the enemy. Anxiety increases under these conditions. There is no metabolism—only organizational meltdown.
We can admire the fallen hero—but would prefer her to remain alive so that she might continue fighting on behalf of our organization (and can help with the metabolism of the anxiety). She is more likely to stay alive if she asks for support and guidance from colleagues who come to their work from differing perspectives regarding leadership. This request for assistance and support is not a sign of weakness. Rather, it represents the start of metabolism. Our anxiety is reduced (and transformed) when we act by helping out one another (rather than charging out of the foxhole). We discover that we are “not alone.” We engage an appreciative perspective and discover that our colleagues have strengths and competencies that are relevant to the challenges being faced. Diversity is now valued and fully deployed to “defeat the enemy” (especially when we find that the enemy is actually “us.”)
Our challenged leader could also benefit from an executive coach—someone who can remind the leader of Best Practice 2. The coach might even help her client better engage Best Practice 2 and appreciatively observe how this practice is being engaged by others in the organization—so that collaboration and innovation are to be found in abundance within this leader’s organization.
The Inspiring (Blue) Leader and Best Practice 1
While the assertive leader provides the fire to move an organization forward, the inspiring leader helps an organization decide where it wants to, or should, go. Engaging Best Practice 1, the Inspiring leader provides the vision and values. The vision and values, in turn, provide not only direction for an organization but also a strong and durable container for the anxiety that inevitably arises when an organization begins a new journey or reaffirms an existing one.
Shepard and Husband
If members of an organization know where they are going and have the full and inspiring support of their leader in moving forward, then the anxiety they experience is metabolized into directed action toward some important goal. Like Abraham leading his flock of Israelites to the promised land (despite the Red Sea and the environmental challenges of the Sinai desert), Inspiring leaders shepherd and shelter members of their organization.
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