Tension in the Middle (part 2)

The effects of tension in an organization are not experienced equally by everyone trying to lead from the middle of an organization. A leader’s temperament and ability certainly come into play. In addition, the way the tension impacts and leader is affected by the following five factors: 1. Empowerment: How much authority and responsibility does the person above you give you, and how clear are those lines? How clearly the lines of authority and responsibility have been drawn greatly impacts how strongly we feel the tension. The more vaguely the lines have been drawn, the greater the potential for success. If you’ve ever led a volunteer effort or organization, then you may have observed that high-powered leaders and entrepreneurs often experience the tension. As top leaders in the for-profit world, they are used to their authority being equal to their responsibility. They are used to casting vision, setting direction, and making things happen. When they volunteer to serve in an organization, they no longer possess all the authority, and they find themselves in the grey area of the middle. 2. Initiative: How do you balance initiating and not overstepping your boundaries? Good leaders rarely think in terms of boundaries; instead they think in terms of opportunities. They are initiators. The number one characteristic of leaders is the ability to make things happen. Sometimes that desire to initiate leads to the expansion of their responsibilities – and their boundaries. Other times it leads to the greater potential for tension. If you continually push the limits, it is likely that you will rub others the wrong way. 3. Environment: What is the leadership DNA of the organization and its leaders? Every organization has its own unique environment. If you have a military background, you can’t walk into a corporate environment and expect it to function like the army or marines. If your experience is in large corporations, and you have to work in a mom-and-pop business, you will have problems if you don’t adapt. If you are a leader in the middle of an organization, assess your environment. Is it one that increases or decreases the tension? Can you thrive in the kind of environment you’re in with the level of tension it presents? Do the positive aspects of the organization outweigh the negative impacts of the environment on you? 4. Job Parameters: How well do you know your job and how to do it? Have you ever noticed the level of tension you experience when you start looking for a new job? It’s quite high. The less familiar the work, the greater the tension. If you don’t know how to do the job, you’re going to be stressed, even if you’re a fast learner and have a teachable attitude. Remember what happens when the job’s primary activities are to the left of your position on the “Thinking Wavelength”. 5. Appreciation: Can you live without the credit? Someone once said, “What’s causing so much disharmony among the nations is the fact that some want to beat the big drum, few are willing to face the music, and none will play second fiddle.” The reality of leading from the middle of an organization is that you are not going to get as much public recognition and appreciation as the leaders at the top. That’s just the way it is. How are you doing dealing with the tension? Truth@Life can help. Call 248-396-6255 or email me at curtis.songer@gmail.com for a FREE consultation. For more info on help I can provide check out http://truthatlife.com/