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January 23, 2008

1:23 pm | 0 recommendations | 2 comments

Leadership: Combined Forces of Ego and Emotion

| posted by Donna Karlin

In a group dialogue a ways back someone posed the question “Why do so few managers and companies face and use the facts?”

There are many answers to that question and I know we’ll only touch the surface on this. One of the reasons why I think they don’t face and use facts is because of the filters that they put in place. Through those filters they process and apply facts, thereby coloring them to some extent. Most people have some kind of hidden agenda when they move forward.

Filters can be everything from over-inflated egos to cultural tethers. Facts are interpreted by people through emotion, through what their talents and strengths are (so would it be in their comfort zone or not), and everything in-between. It's through those filters or interpretations that might make one wonder whether or not organizational leaders are facing or using the facts as they stand at all. Add in the next layer of filters, such as assumptions, expectations etc, and even though they might be using expert advice compiled over time, that data or evidence is so watered down and filtered based on the people utilizing it, it no longer resembles the original information. Then, add the equation of multiple personalities putting those benchmarks to use and the facts are so altered, they might no longer be relevant.

Evidence based practice may be a starting point, however we need to figure out how to utilize it in the best way then go that level deeper. To use a medical analogy, it's the difference between X-rays and MRIs. X-rays look at the surface of a problem and its face value and MRIs go a lot deeper; the difference between assessing, and the basic assessment information with discernment as to its applicability within a unique organization. That is a key factor in my methodology of Shadow Coaching™. We have to take into account the uniqueness with regards to people, dynamics, resources, target clients/customers and all the other variables that apply.

Is seeking and applying a generic common factor using data in its true factual form (such as a rigid organizational model) or maintaining an organization's uniqueness that determines whether or not its leadership is successful and sustainable? Or is there some other combination that might ensure the desired results? I’d love to hear your three cents (or more).

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

Tags: Leadership
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Comments | 2

January 24, 2008 at 5:18pm

H. Peter Schiller

While facts are important, they can sometimes conflict with each other and also cause analysis paralysis. That doesn't mean facts should be ignored, but rather facts are only one piece of the puzzle. I agree that ego should have no place in the decision making process, however, principles and emotion need to be used as key guidelines.

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January 23, 2008 at 11:02pm

Jay Tatum

I find myself side-tracked by the medical analogy so excuse my departure from your assumption. I think the thing that impresses me most about flat film Xray, as well as the comparasion to leadership, is what the combination of knowledge, skills, and abilities harnessed by great talent can do. While most medical professionals who learn to read Xrays will attest to their value, someone whose ego and emotion is tied to their knowledge, skills, and abilities, then you have REAL leadership. And therein lies the issue for those who do not learn to integrate these precious, soft science qualities. And when they use those same talents, knowledge, skills, and abilities with the MRI films, WHAM!

Most of what you say needs to be tempered by the maturity that comes with years of combining ego and emotion with one's leadership. Afterall, leadership is more of an emotional function rather than a cerebral function. That's why the veteran leaders filter the data through the lens of ego and emotion.

Your article is right on track! Keep it up!

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