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There are some famous marketing case studies that highlight the importance of understanding the psychology of the consumer, these same findings are important to great leaders as well.
“I didn’t realise you noticed all that” is the comment my mother made when I shared a post on Medium about Mother’s Day this time last year. It was my first ever post on Medium, a platform chosen because I believed the message should be available to more than those on my weekly work email.
The English Premier League, a Football (Soccer) competition in England and Wales, has been trialling a version of Video Assistant Refereeing (VAR) that has been met with widespread criticism. It, unlike most of the other implementations, defers key decision making to a remote referee.
Because of this, problems arise.
I distil these into two categories of problem; relationships and scope — but at their heart, they are communication problems.
I had been employed by the same employer for over 20 years. Within that time I fulfilled 10 different roles with various job descriptions; everything from a paid student to Chief Engineer, an aircraft technician to a fear of public speaking coach.
There has been one constant. I have always been on the cycle of incompetence and confidence.
There will always be times of crisis for leaders. And there will be leaders that survive the crisis and come out stronger for it, and there will be those that do not. That fail.
In these times, the ones that survive, thrive even, are those that can do these three essential things; confront, assert, and connect.
I have rescuer tendencies. When I see people struggling I want to help them. I rationalise that if they succeed faster, then we succeed faster, then we can get more done. This is short term thinking, people need room to suck, to struggle, to work it out for themselves. That is how they grow.
