Business team listens to suggestions for solving a problem.
Last week we talked about the difference between a thermostat and thermometer. A thermometer merely reflects the temperature while a thermostat can both read the temperature and adjust it. The concepts of how they work can be used to describe the way some leaders lead. Effective leaders would be thermostat leaders who can read and set the temperature of the organization rather than thermometer leaders who only read the environment but do not change it.
This week, let us look at the qualities that a leader should have to be a thermostat leader.
Self-awareness. For a leader to lead well, she must know her strengths and weaknesses. When leaders are unaware of strengths and weaknesses they tend to become defensive and take things personally. And leaders who take things personally will get emotionally hijacked and be unable to set the temperature for the organization.
Thermostat leaders know their emotional triggers. They know how to walk into a meeting and not be controlled by high emotions in the room; they manage themselves in order to set the tone and direction of the meeting.
A helpful article in this area of self-awareness is Daniel Goleman’s What Makes a Leader.
The thermostat leader knows how to be decisive, especially when the decision is a tough one. They do not try to wait it out in the hope that the situation will resolve itself. They know how to be decisive for the good of the organization. “They understand that in certain situations, difficult and timely decisions must be made in the best interests of the entire organization, decisions that require a firmness, authority, and finality that will not please everyone.” Inc.com
Good Listeners. The thermostat leader is usually a good listener who is always seeking first to understand rather than to be understood. When followers feel heard and understood, they are more likely to support the leader. Thermostat leaders “…take time to listen to the concerns of their team members and provide the necessary direction and support that’s needed to help the team achieve its goals.” Randy Conley.
Interpersonal Skills. The leader who is able to regulate the environment will also have good interpersonal They must relate to those they lead in such a way that others feel, heard, valued and respected. They are usually comfortable relating to others; they can build rapport easily. They are likable, approachable and are comfortable in their position. The followers of the thermostat leader usually feel their leader cares about them. “When workers can relate to their boss, they believe that their boss is more concerned about them, with their performance, and with their output. Furthermore, they believe that they can go to their boss with problems they encounter on the job without fearing consequences for not knowing how to resolve issues.” Dr. David G. Javitch
You may not naturally possess all of the above qualities, but you can surely develop your leadership effectiveness by becoming intentional in developing skills as a thermostat leader. How would your followers describe you: as a thermometer or a thermostat?
If you would like help in achieving your goals as a leader or in any area of your life, call us at 208-880-0307 or email us at errol@errolcarrim.com to schedule a complimentary coaching session. To read Errol’s other posts, visit Christ-Centered Life Coaching.