Can Leaders Concede Confusion?
A recent Phi Delta Kappan essay examines “what leaders should do when they don’t know what to do.” As the authors note, this is a challenging issue, since “[a]t the gut level, many managers believe that saying ‘I'm at a loss here’ is tantamount to declaring ‘I am not fit to lead.’”
No matter how capable or well prepared, managers regularly find themselves confronting bewildering events, perplexing information, or baffling situations that steal their time and hijack their carefully planned agendas. Disoriented by developments that just don't make sense and by challenges that don't yield to easy solutions, these managers become confused -- sometimes even lost -- and don't know what to do. Many managers inevitably will respond to these symptoms by simply denying that they are confused. Others will hide their confusion -- their search for sense -- because they see it as a liability… Acting as if they are in control while really not knowing what to do, these managers reflexively and unilaterally attempt to impose quick fixes to restore their equilibrium. Sometimes, these managerial responses may even succeed in making the immediate symptoms of problems go away, but they rarely address underlying causes. More often, they lead to bad decision making, undermine crucial communication with colleagues and subordinates, and make managers seem distant and out of touch. In the long run, managers who hide their confusion also damage their organizations' ability to learn from experience and grow. Yet, despite these drawbacks, few managers can resist hiding their confusion.The authors prescribe a sensible solution, which boils down to being strategic about framing the issue: Candidly acknowledge your confusion but speak with certainty about the next step needed to achieve clarity. You can read the whole thing here.