Embracing a bullet or two
In watching a past episode of The West Wing, I was reminded of how much we want to be everyone’s friend. Or more realistically, how frequently we avoid rocking the boat.
The scene was between Charlie Young, the President’s personal assistant and Andrew Macintosh, the White House IT (computer) guy. In the scene, Charlie explains to Andrew that his mom, a DC cop, was shot in the line of duty not long ago. On top of that, Charlie is working out his experience of being the target of an assassin’s unsuccessful gunshot.
Although Andrew had recently been joking around with Charlie, the scene got very somber when, as Charlie is searching for the lesson is in these two situations, Andrew says, “You know Charlie, when they’re shooting’ at you, it means you’re doing something right.”
When they’re shooting at you, it means you’re doing something right.
How frequently have we softened our voices, turned a cheek, avoided a conversation, or just simply hidden out?
For most of us, this is how it typically goes. We avoid speaking or sharing authentically for fear of someone disagreeing with us. We sit in the back of the seminar room so we won’t be called upon. We’re unfaithful to our values and create structures of mediocrity in our businesses because we refuse to have the difficult conversations. We find ourselves saying “yes” when we really mean “no”. We avoid, at all costs, the risk of someone shooting at us.
And we get the results commiserate with that (lack of) commitment.
So, what if we were willing to be shot at? Actually, what if we actually embraced the idea that we’ll be shot at? Certainly not in the literal sense; but shot by words, or judgments, or opinions. What if we were to stand up and say “This isn’t right.” and BE responsible for it? What if we were to have that difficult conversation? What if we were to ask the “stupid” question?
I led a workshop recently with the medical staff of a surgeon’s group. They hired me in to support their team in creating more effective teamwork. Throughout the day, it was clear the conversation was getting uncomfortable as a coaching conversation will. We were working toward identifying the root of the individualism that permeates this organization. With just an hour left in the day, someone finally spoke up. She said, “The reason we will never truly succeed as a team is because there is zero trust in this organization.”
The proverbial dropped pin made a huge sound.
In saying that, this team member risked being shot at. And she was. But that one declaration created a huge shift in the day. The root of their challenges was identified and brought into daylight. A powerful conversation was opened and the team got access to a new opportunity (gifting trust) to bring back to work on Monday.
That opportunity would have never risen had someone not been willing to do the right thing… simply speak what she saw.
So what’s possible for you as a leader if you were to put aside your fear of being shot?
Leadership Practices:
- Identify the three most dangerous conversations you can have with family, employees or friends.
- Have one of them this week.
- Notice what you can and can’t be with (resist or not) about these conversations.
- Look up the dictionary definition of “gift”. Do you offer your trust based on that definition?
- For one week, journal about your experience with being dangerous. Where do you jump into danger? Where do you avoid it?
- Invite one of your employees, colleagues or business associates to share three ideas on how you can improve your leadership. If they share “softballs”, consider you’ve created a relationship with little trust (“if you shoot me, I’ll shoot you”). If they share the “hardballs”, consider you’ve created trust (“I’ll be okay if you shoot”).
Someone asked me once what I thought the most dangerous job in the world was. After pondering six or seven different careers, it became clear it wasn’t about the actual job function. The most dangerous job in the world is being a leader.
Lead dangerously,
- Coach Preston
