As the 14 CEOs in my Vistage group described to each other the single most critical gap in their business, I realized that most were really describing a fix.
When a CEO has a critical gap in the business, it’s natural to feel inadequate until a solution is in hand. Feeling vulnerable sucks so we naturally prefer to move to a place where we feel secure – we quickly move to a fix.
This move is a slippery slope because when we avoid the discomfort associated with vulnerability (not knowing what to do and needing help), we slam the door shut to at least two important opportunities.
For example, every organization has a never ending list of important but non-critical gaps to fix and if the CEO doesn’t know how to model vulnerability to peers and followers, then the organization’s culture will remain stuck at the comfortable level of problem solving. Solving the safe important gaps is a certain path to mediocrity.
Recently, a coaching client offered a real example of this when he said, “I wish I didn’t always have to look for the gaps in the business; I’d prefer that my people voluntarily offer them to me.” His statement contained a critical gap with no apparent solution and it naturally generated a very personal question, “Why do you think your people don’t bring the problems to you?”
The second lost opportunity is even greater. By avoiding vulnerability, we surround ourselves with people just like us who also need quick fixes, which ensure that the critical unanswered gaps in the business never get worked.
Inadequacy is a natural feeling we experience in the body as a bio-reaction. We fight-or-flight-or-freeze when we feel that way. Learning to remain present without a fix is the shift we need to make.
I recently spoke with a leader who asked, “Why can’t my company attract and retain top talent?” I might ask one of the following “quick fix” questions in response like: ”How strong is your compensation?”, or “How strong are your systems?”, or ”How strong is your recruiting process?”, or “What do you think is wrong?”
But after spending over 30,000 hours working with leaders, I know that the best response is a thoughtful question like, “What are prospective top talent candidates finding unusually attractive about your company’s leadership?”, or “What seems to be unattractive about your company leadership?”
These questions get to the heart of the matter because top talent is attracted to leaders and cultures and the state of a company reflects the heart of the leader.
I asked the above Vistage CEO members another question, “On a scale of 1 to 3 rate your ability to be vulnerable.” When they shared the truth that most were at level 1, they became vulnerable by not having a solution. Why did I create this? So that nothing remained hidden, that could block our path. Great groups are fierce with reality.
What critical gaps are you unable to see? I’d love to know your thoughts. Jim@peer-place.com
Jim
