Written by This can be a tough pill to swallow, but the reality is this: The people we lead know us better than we know them.
Why does this occur? Especially for so many well-meaning leaders out there?
Every society on earth has people in power and people who are in more vulnerable positions. What we have learned is that people who are in more vulnerable positions are far more perceptive and observant than those in power positions. And if you think about it, it makes sense. If I am a leader, (which is a position of power), I am literally going to pay attention to different things. I also have the luxury of not having to worry about certain things that others may have to (i.e. playing time, workouts, being a good teammate, etc.). If I am in a lower position or a more vulnerable position, I have to be more observant in order to survive (what does the coach like, what is going to get me more playing time). It is this basic sociological construct that works the same way in leadership and culture in sports.
Thinking back to our first day as an athlete, we were aware and observant of everything and everyone around us. Especially our coaches. The point is that athletes are highly observant of all your quarks and -isms. They know what sets you off, pleases you, or motivates you because they need to. The challenge for coaches is that with all of the other demands placed on our attention, it can be easy to go on autopilot and assume how the culture is on a team. This literally causes different perceptions of the same environment. That is why one of the most important skills in cultivating and maintaining a strong culture is by keeping our observation skills sharp.
THE PATH AHEAD: The Skill of Observation
“Leadership is about relationships and it’s impossible to manage relationships effectively without being observant”
– Russ Flaten
I often get asked by coaches about how to motivate today’s athletes. The first question I ask is about how observant they are, because true motivation lies within the relationship. Many of the answers we need to address challenges can be found by starting with observation.
Here is the trickle effect of observation:
- Observation leads to questions and conversation
- Conversation leads to increased connection
- Connection builds trust
- Trust = Increase motivation
- Increased motivation = Willingness to problem-solve
So, as you get back into work, start simple by just observing the interactions for a few minutes. Slowly, make it part of your routine. It may sound inconvenient and time consuming, but the work you put in on being more observant will make strengthening culture and problem-solving a much simpler task on the back end.