Thermostat Leadership
Many of us have worked in an environmentmuch like the one I am about to describe. An environment where the workers, and evenleaders, are constantly playing catch-up. One in which you come to work with 6 things on your “to do” list andleave with 14. Where you feel exhaustedfrom putting out so many fires throughout the day yet feel like you haveaccomplished little to nothing. Theseenvironments are typically a result of a “thermometer culture.” A culture in which the team will constantly reactto the environment in which they operate. Now this isn’t a time management lesson where you will gain skills to narrowdown your “to do” list or hone your email management through rules in yourMicrosoft outlook. I have found thatthe only way to turn around a thermometer culture is to exercise “Thermostat Leadership.”
Thermostat Leadership is about being proactive withthe ultimate goal of becoming predictive (not to say any of us will 100% getthere). Thermometer Leaders simply reactto their environment whereas Thermostat Leaders don’t react to theirenvironment, they influence it. Theydon’t just go with the flow; they manage its direction. They have the vision to see what’s coming andminimize the distress it will cause on their teams. They anticipate what their leaderswill ask of them and prepare the solutions before they are tasked. Thermostat Leaders posture their teams inpreparation for what’s coming, therefore maximizing their discretionary time toinnovate and improve.
The great news is that we all have the ability to be aThermostat Leader. It’s not dependent onone’s position nor is it something we are born with—it’s not an innate abilitythat which only a few of us are gifted. It’s something that can be developed, and I’ve discovered that understandingthe characteristics and behaviors of Thermostat Leadership can help each of usget there in our own way.
Don’t assimilate
On many occasions, when people enter a newenvironment, they have the urge to “fit in.” This desire to “play along to get along,” is not one that even the mosteffective leaders are completely immune to. Understanding and adapting to the social norms is important. However, Thermostat Leaders are aware of thisand resist the urge to blindly assimilate into the culture they have entered. They also understand the importance of honingthe ability to read the room and have the emotional intelligence to navigatecarefully. They do not let themselvesfall into an unhealthy culture and devise plans to address thecounterproductive facets of that culture without alienating those aroundthem. They do not allow the statusquo and will not accept the “because it’s always been done that way,”justification to tread water. Thermostat leaders balance their teammates’emotional investments with the need for change. They do not simply assimilate into the team; they understand that theyhave already changed the dynamics simply by the virtue of their presence.
Shut up and observe
Thermostat leaders also “never pass up a greatopportunity to shut up.” They speakless than they listen and make careful observations. They seek out what is creating the churnwithin their organization…what’s creating unneeded distress on theirteams. They identify the influencers,both positive and negative, and the self-imposed ineffective processes that arecounterproductive to organizational goals. They never stop looking within themselves for areas of improvement andseek the same within their teams and their organizations. They listen, observe, analyze and repeat thiscycle throughout the day.
Be humble
Thermostat Leaders balance their confidence withhumility. They have the humility tobe willing to do anything and the confidence to know they can. They listen to their people because the onething in which they are certain, is that they themselves do not knoweverything. They also understand thatthey cannot change everything. Sometimeschange requires the right time, other times the right people, etc. Thermostat Leaders understand that they donot and cannot control everything and carefully place their effortswhere those efforts will make the most impact. And because they have the humility to know they cannot just changeeverything in one fell swoop, they look for and use the levers that will makethe most impact and influence the change they wish to see.
Finally, being a Thermostat Leader is notan end state. Itis something we all must continue to work on and strive to achieve, whileknowing we may not be successful 100% of the time. However, we all have the ability, andleaders have the responsibility, to influence our environment and not justreact to it.
Editor’sNote: Joe Bogdan is the co-founder of LlamaLeadership, is an adjunct professor of leadership studies and is a seniorenlisted leader in the United States Air Force. He has led various organizations with diverse missions across multiplecountries and currently oversees almost 500 people composed of U.S. Militaryand civilian personnel in Travis Air Force Base, California.