Telling of a Leader

Last week we threw out the question “Are you a teller?” and shared some insight on how that can affect your leadership and relationships.  We talk a lot about the importance of asking questions and the value curiosity brings to a conversation.  It helps everyone to appreciate the perspectives of each other and gain clarity and understanding.  As we live in a telling society, it can be challenging for people to make that switch from a place of telling to a place of curiosity and asking.    Having said this, there are times when telling, being directive is very important.   Just as we know there are various leadership styles and each leader needs to embrace more than one so they are confident and competent when dealing with a myriad of situations, similarly we need different communication styles to ensure we are effective whenever we are building relationships, seeking to see hear and understand others.

Here is the big question for so many: as leaders, how do we know when to ask and when to tell?

Here are some situations where we feel telling is the operative mode of communication to ensure success.

  1. Emergency/Crisis situation:  When something goes very wrong, it’s not the time we want someone to ask everyone present what they think needs to happen? Instead we expect one person (a formal or informal leader) to take charge and tell everyone what to do.  This directive approach is critical to ensure the situation is dealt with efficiently and safely.  This is a called a directive or authoritative leadership style where the leader becomes directive by telling everyone what to do.  In any crisis we look to and expect one person to become the commander who takes control of the situation and tells others what to do, ordering everyone to ensure safety.
  1. Transfer of knowledge:  When we start a new job we want/need orientation.  We expect to be provided information about what is expected of us, a transfer of information about protocols, systems, etc.  We expect the knowledge will be told to us so we can then absorb it, assimilate it and then maybe become curious.
  1. Healthcare:  When we go to a healthcare provider we expect them to ask us some questions and then to tell us what is wrong with us and tell us what to do so we feel better, recover and heal.  Although this is both our expectation and that of the healthcare provider, once we have been told the required information there can be an opportunity to move toward a place of communicating so you build a thinking partnership.  This is one that provides you with the necessary information through telling and supports you (through asking questions) in learning what treatment will work best for you.
  1. Professionals:  Similar to meeting with a doctor, when you meet with a lawyer, dentist, accountant you expect once you have outlined the situation, they will tell you how to solve it.  They will provide the expertise needed to give you the knowledge requested so you can solve the issue.  Once again, they tell you their expertise and once this has been told to you, there is an opportunity to move towards a thinking partnership so you can work together to develop the best possible solution for you.

When you find yourself telling others what to do, how to do it or what would be best for them, PAUSE and ask yourself:

-Who is this about?

– What is the desired outcome?

– How can I support this outcome?

– What can they learn from this?

– What can YOU learn from this?

Still unsure of when to ask and when to tell?  We want to hear from you and offer solutions to your communication needs.

Like what you see and want to share with others, no problem.  Here is what you must include:

Property of coaching culutre®, founded by Katherine Taberner and Kirsten Siggins.  http://www.coachingculture.ca

Are you a teller? Find out and how it affects your relationships

How to be a Thinking Partner:  Finding a solution that really works

Have you ever noticed how when a friend or colleague starts to describe a problem they are having you want to jump in and solve it?  Maybe you have even done just that, given advice, solved a problem, suggested a solution, or told someone what to do.  As one explains “it makes me feel good, like I’m a valuable friend”.  How do you find they react to your offering of advice, your attempt to solve their problem?  How do you feel after you have told them what they SHOULD do?  Even if they do follow your advice to the letter, what kind of message are you giving to them when you take over their problem and provide a solution for them?

We all want to be experts in our lives: as professionals, as parents, as colleagues, as friends.  We, as people, love to solve problems and “help” by giving solutions and telling people what to do. It makes us feel valuable, it makes us feel useful, and it makes us feel knowledgeable.  And yet, when people tell us what to do, how come it makes us feel so crummy?

As a new year begins and new intentions and goals have been made, how many of you have had someone tell you how to reach your goal, how to do your job, or what they feel would be best for you?  Now, how many of you have done the same to others?

In our experience, we find people aren’t overly happy being told what to do or how to do it.  It messages that we aren’t capable of solving our own problems, thinking thru our own solutions or have the knowledge, value, expertise to complete our job or life effectively. This hierarchal approach puts us in a position where we may consider our ideas or actions wrong and the teller’s ideas right, often making us feel badly about ourselves, judged and times disrespected.  Not the most effective way to build and nurture relationships!

So, how can we make a change? When we feel we don’t have the ability, the information, the understanding or the emotional objectivity needed to make a good judgment call and a wise decision, how can we get feedback from others that feel’s constructive rather than destructive?  When someone comes to us sharing problems, challenges, or questions how can we switch from wanting to be the teller/ problem solver while still feeling valued in the conversation and relationship?  Here are some helpful quick tips how:

How to stop being the “teller” and start being a thinking partner:

1. LISTEN.  Based on our experience, when there is a need to make a decision, ask for advice, or emotional objectivity requested, more often than not the speaker just wants to be heard.  Just because someone is sharing a story, a conflict, a challenge, or a need for a decision with you doesn’t mean they are seeking advice or there is a problem to be solved.  The speaker could just want to be heard.   It’s really important to take the time to listen to the speaker so you can hear where the conflict or challenge is for them.  If we don’t take the time to hear them correctly, whose conflict or challenge are we wanting to “solve”?  Ours or theirs? (Check out 3 levels of listening on how to be a better listener)

2. ASK QUESTIONS: If we don’t listen clearly, we can’t dig deeper or be curious about where their conflict lies.  While it might be faster and more satisfying to just tell them what to do or how to do it, if we don’t ASK them what they want or need out of the situation then who is this really about?  Ask questions, preferably open questions!   eg. How do you see resolving the issue?  How could you see this situation differently? What do you want to do about it?  What is it that you want?  For those of you who really REALLY need to have your voice or solution heard, instead of telling them what you think, ASK them what you think.  eg what do you think about ….?  How do you feel about ….. ? Asking open questions allows the listeners to not be attached to the outcome or solutions, instead this holds the focus on the speaker so they can gain clarity and think through how they want to proceed.  (Open questions are who, what, where, when, and how.  Tell me more is also a great way to dig deeper into understanding their perspective and what they want.  Why often carries notions of judgement and so we advise to use sparingly.)

Being mindful of the speaker by listening to them, hearing their perspective and asking open questions will allow the focus to remain on the speaker, what they want and how they see resolving their own issues. (Remember, this is about them not YOU).  It is also an opportunity for learning as the speaker comes to their own solutions and resolutions.   This approach builds trust in the relationship, it messages the listener (former teller) trusts the speaker has the ability, knowledge, and expertise to solve their own problems.   It creates collaborative thinking partners.

How to turn a teller into a thinking partner

Instead of feeling like the person listening to you is telling you what to do, think of them as someone who will work with you to develop a solution that works best for you.  Here is a tip you can try when you feel you are being TOLD:

1. ASK QUESTIONS:  Once you have been told what you SHOULD do, it’s an opportunity to initiate the partnership.  Begin to ask them open questions about what they have told you (eg. “What did you mean by that? How do you see that helping me? What could I gain from that? What about if I …..”), adding extra bits of information to help both of you gain clarity around the issue, while including your ideas so you can begin to work towards figuring out what you want to do.  Even if they continue to own “your” (read their) solution and insist you need to ‘do it’, you can still gather this information and reframe it by thinking of it as sharing of ideas between partners to find the solution that works best for you.

At times, turning a teller into a thinking partner can be a challenge, and one worth the time and effort.  As tellers aren’t aware of how much they tell, or how it makes others feel, simply stopping the conversation and being curious (eg. “While I appreciate you wanting to help me, I am wondering how come you feel the need to solve my problem?”) can be a great start.

The next time you are venting about an issue or really do seek the opinion of another, play with the notion of partnering with them to come up with the solution that will work best for you.  Notice how you feel once you have finished this shared dialogue.

Like what you see and want to share with others, no problem.  Here is what you must include:

Property of coaching culutre®, founded by Katherine Taberner and Kirsten Siggins.  http://www.coachingculture.ca