CONFRONT ISSUES
WHY IT MATTERS
Issues that start small and get ignored inevitably turn into bigger issues the longer they are allowed to fester. They grow and propagate until they can cause havoc in an organization. It is the role of a leader to confront issues early on and ensure their quick and proper resolution. Leaders who have the courage to appropriately confront issues, in relation to either their people or the work itself, pull the weeds out of their organization before their roots grow so deep it is hard to remove them. Leaders that fail to confront issues, either out of a lack of responsibility or a lack of courage, set their organization up to receive the long-term backlash that comes from issues that are allowed to propagate unattended.
WHAT IT LOOKS LIKE
Leaders that confront issues have the courage and fortitude to tackle difficult problems when they arise. Whatever the problem, they know if they don’t resolve it in a timely and effective manner they are accountable for the fallout. They recognize tackling tough situations is their duty to fulfill. They know the role of a leader is to confront problems, make hard decisions, do what others don’t want to do, and take the necessary steps to protect organizational performance.
Leaders that confront issues do so quickly. They don’t sit back and ignore problems, hoping they will go away or that someone else will resolve them. They don’t sweep issues under the rug and pretend they are not there. When it appears that no more can be done, and that an issue may not be resolvable, they don’t just give up. They keep pushing for a resolution.
Leaders that confront issues are strategic in their approach. They are sure to “measure twice and cut once.” They ensure they do the right thing the first time. When they don’t know what to do they confront the issue anyway, knowing it is only by moving forward they will learn what needs to be done.
Leaders that confront issues do so conscious of the interests of the individuals involved. However, they are willing to remove an individual if they won’t change. They know there is a point when the needs of the organization supersede the needs of any one person.
Leaders that confront issues do so without being confrontational. They keep a cool demeanor, check their temper, and keep their emotions in check. They keep their personal feelings to themselves, knowing their expression won’t contribute anything to solving the issue at hand. They send hard messages, clarify rigid truths, and ask pointed questions without being offensive or overtly critical.
Leaders that confront issues gather the full story before deciding what actions to take. They are neutral judges, declining to take sides on a problem until they are confident which side is most right.
Leaders that confront issues resolve them through conversation. They rely on their influence to create resolutions, not on position or threats. They have the humility to allow others to confront them when they are the issue that needs resolving. Through their example they create a culture that is more concerned with what is right than who is right.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
PSYCHOMETRIC 360 QUESTIONS
Issues that start small and get ignored inevitably turn into bigger issues the longer they are allowed to fester. They grow and propagate until they can cause havoc in an organization. It is the role of a leader to confront issues early on and ensure their quick and proper resolution. Leaders who have the courage to appropriately confront issues, in relation to either their people or the work itself, pull the weeds out of their organization before their roots grow so deep it is hard to remove them. Leaders that fail to confront issues, either out of a lack of responsibility or a lack of courage, set their organization up to receive the long-term backlash that comes from issues that are allowed to propagate unattended.
WHAT IT LOOKS LIKE
Leaders that confront issues have the courage and fortitude to tackle difficult problems when they arise. Whatever the problem, they know if they don’t resolve it in a timely and effective manner they are accountable for the fallout. They recognize tackling tough situations is their duty to fulfill. They know the role of a leader is to confront problems, make hard decisions, do what others don’t want to do, and take the necessary steps to protect organizational performance.
Leaders that confront issues do so quickly. They don’t sit back and ignore problems, hoping they will go away or that someone else will resolve them. They don’t sweep issues under the rug and pretend they are not there. When it appears that no more can be done, and that an issue may not be resolvable, they don’t just give up. They keep pushing for a resolution.
Leaders that confront issues are strategic in their approach. They are sure to “measure twice and cut once.” They ensure they do the right thing the first time. When they don’t know what to do they confront the issue anyway, knowing it is only by moving forward they will learn what needs to be done.
Leaders that confront issues do so conscious of the interests of the individuals involved. However, they are willing to remove an individual if they won’t change. They know there is a point when the needs of the organization supersede the needs of any one person.
Leaders that confront issues do so without being confrontational. They keep a cool demeanor, check their temper, and keep their emotions in check. They keep their personal feelings to themselves, knowing their expression won’t contribute anything to solving the issue at hand. They send hard messages, clarify rigid truths, and ask pointed questions without being offensive or overtly critical.
Leaders that confront issues gather the full story before deciding what actions to take. They are neutral judges, declining to take sides on a problem until they are confident which side is most right.
Leaders that confront issues resolve them through conversation. They rely on their influence to create resolutions, not on position or threats. They have the humility to allow others to confront them when they are the issue that needs resolving. Through their example they create a culture that is more concerned with what is right than who is right.
BELIEFS
- The longer an issue is allowed to fester, the more complex it will be to untangle and the harder it will be to resolve.
- The kindest thing to do when an issue needs to be confronted is to be as frank and honest as possible.
- Any leader can confront and resolve an issue through pressure, fear, threat, title, or position. Good leaders don’t need to.
- Great leaders are those that can resolve difficult issues through the power of persuasion and conversation.
- Some issues cannot be resolved without drastic measures. At those times, no matter how hard, a leader does what they have to do.
- There is always more to an issue than is immediately apparent. Leaders need to understand an issue before acting prematurely.
- If your non-action or non-resolutions affect other people you will soon lose the respect of your people.
- You have to confront issues and problems without being overtly confrontational, critical, or negative.
BEST PRACTICES
- Do not procrastinate giving bad news.
- Confront without being confrontational.
- Fix issues as soon as you are aware of them.
- Accept the responsibility to resolve problems.
- Do not over or under estimate problems.
- Don’t “soft coat” hard messages.
- Determine “the other side of the story.”
- Approach hard situations with a plan.
- Don’t be afraid of doing hard things.
- Work through your influence, not threat.
- Adjust your intensity to the level required.
- Act out of a desire to make things better.
- Be willing to say what needs to be said.
- Don’t let problems go on and on.
- Don’t be intimated into non-action.
- Don’t water down the truth or needed action.
- Be willing to go against the grain.
- Don’t just hope problems will go away.
- Stay positive in tough situations.
- Have the courage to dive into difficult things.
- Put an end to things that aren’t going right.
- Do what is best for the organization.
SELF-REFLECTION
- Do I feel it is my job to resolve tough situations, or do I wish someone else would do it?
- Do I do what needs to be done when resolving issues, or do I lack the courage to confront problems?
- Do I confront issues quickly, or do I procrastinate what I know I need to do?
- Do I confront issues head on, or do I “sweep them under the rug” and pretend they are not there?
- Do I approach difficult issues carefully and cautiously, or do I dive into them without doing my homework first?
- Do I keep my emotions in check when facing hard issues, or do I let my emotions get out of control?
- Do I take the time to make sure I get it right, or do I decide too prematurely what should be done?
- Do I resolve issues through influence and persuasion, or do I rely on fear, position, or intimidation?
WORDS OF CAUTION
- Don’t become the person everyone knows will critically point out every problem or issue they find.
- Don’t think that just because you see something as an issue that needs to be confronted everyone else will too.
- Don’t confront a problem or issue before learning if it really deserves your attention or not.
PSYCHOMETRIC 360 QUESTIONS
- I’ve been told I’m really good at making tough decisions.
- When there is a problem, I’m usually the first one to speak up.
- I never procrastinate when handling a difficult issue.
- It really bothers me if I don’t handle a problem right away.
- I am really good at making conflict a positive experience.
- I always take complete ownership of my mistakes.