The upside and downside of leadership judgement

Nick is a marketing director. In executive team meetings and in the presence of the board he exudes confidence, cuts through complexity and draws attention to the big issues. He has a knack for providing strong recommendations even in the absence of all the information. A judgmental mind-set enables this; his obvious ability to efficiently evaluate data to inform a decision, arrive at a conclusion, and develop a recommendation is helpful.

This same judgmental mindset is particularly helpful when there’s a crisis or when tasks need to be completed urgently by his team. Evaluating performance and providing feedback to an un-skilled direct report to support growth and development cannot be achieved without it. A judgmental mindset helps Nick to maintain personal balance.

However, there’s limitations to maintaining a judgmental mindset. As a leader of people his mindset forces everyone in the team to line up and adopt the same perspectives otherwise they’re criticised for offering an alternate view. This is particularly so because Nick is ambitious, driven, enjoys taking charge and getting things done. Nick’s well-developed internal judicial system limits his leadership effectiveness.

It affects the extent to which he slows down and truly listens to the perspectives, ideas, thoughts and feelings of his team. Consequently the team have become submissive, compliant and passive. They lack passion (or do not show it) and have difficulty acting on their own preferring to do what they’re told. Engagement declines and capable people with potential become a flight risk.

The best way to eliminate one habit is to replace the sub – optimal habit with a more optimal habit; replace judgement with curiosity, a strong desire, a yearning to learn or know something new. With a curious and open mindset Nick chooses acceptance over rejection, slows down and truly listens and understands the perspectives, ideas, thoughts and feelings of his team.

This new mindset has the potential to make his team members views and ideas less ‘foreign’ so they can fit into his own world view, expanding his perspective and their perspective simultaneously. They then re-engage, offer their ideas, thoughts and feelings without fear of criticism. The team rises together.

For Nick to learn how to approach his role as a manager who coaches his team without a judgemental mindset is to learn how to appreciate and respect his own opinions, and the opinions and perspectives of others. In doing so he begins to tap into the collective potential and leads others in a manner that enhances possibilities and results.