Lead-Up Principle #7
KNOW WHEN TO PUSH
AND WHEN TO BACK OFF
Make hay when the sun shines—that’s smart; Go fishing during the harvest—that’s stupid.
—PROVERBS 10:5, THE MESSAGE
In February of 2005, I visited Kiev, Ukraine, to conduct a leadership seminar, visit and teach at Europe’s largest church, and launch the Million Leaders Mandate for EQUIP in that country. One of the exciting things I got to do while I was there was walk down the main street just a few blocks from our hotel to the city’s Independence Square, site of the Orange Revolution that had occurred just three months before we visited.
As we walked down the wide boulevard, which was closed to vehicular traffic that afternoon, our guide, Tatiana, told us about how the people reacted to the news of the bogus election results that were threatening to keep the government-supported candidate, Viktor Yanukovych, in power. Common people began flooding the downtown area, and they staged peaceful protests in the square. They created a tent city right on the boulevard where we were walking, and they refused to leave until the government relented and ordered a new and fair election.
Later in our visit, I talked to Steve Weber, EQUIP’s country coordinator for Ukraine, about the extraordinary events that occurred in Kiev and led to the election of reformer Viktor Yushchenko as the nation’s president. In years past, such a demonstration would have been crushed, and that could have been the case in this instance, were it not for the behavior of the common people of Ukraine. Following is Steve’s summary of the events.
The Orange Revolution was an incredible moment in the history of the Ukrainian people. The masses gathered, not knowing for sure what they would encounter in the city’s center . . . Momentum built as multitudes of people came out to not only see but also to participate in the protest. The student organizations held their ground and hundreds decided to pitch tents till the truth was acknowledged. So in the freezing weather, the true heart of Ukraine came alive . . .
The kindness and goodwill expressed during the revolution was fresh and something never previously experienced by most Ukrainians. Normal citizens pouring out their practical support for the protesters was unprecedented. Water, food, hot drinks, winter boots, coats, and much more were flooding the city center. This attitude was almost unheard of in the past. “Give to others? Why? I have needs too” has been the norm—but on that square a better nation was being reborn in the hearts of the people. Even people who came from other cities to support the government-backed candidate couldn’t stand against the momentum of the revolution. Upon arrival, they were met with friendliness and generosity from their countrymen that they hadn’t expected. Could this really be their Ukraine? Would it be possible to live in a country where all people are valued, respected? . . . People were simply believing, hoping, and longing for a better country.
The government-supported candidate was heavily endorsed by the current regime, and their intimidations backfired . . . The nation woke up and said, “Enough! We don’t want to live in that kind of country any longer,” and their cries were heard.
The consciousness of the nation stirred and the people voted for change . . . The true Ukrainian soul was lifted out of the mire of corruption to a place of dignity and freedom, and the country looks to the future with reclaimed hope.
The common people of Ukraine—those at the bottom of society—led up and took their entire nation with them. And they chose a unique time in history to do it, a time when they could push because of the advances in modern communication. Steve told me, “At the beginning, the national television stations refused to even acknowledge the mass protest going on. But soon they could ignore it no longer, for news was getting around their false ploys. They didn’t consider the new day of technology and communication.”
The Ukrainian people influenced each other, the government that was attempting to manipulate them and the political process, and even the opposition leader, Victor Yushchenko. After the new elections were over, during his victory speech, Yushchenko wisely acknowledged the leadership of the people and actually bowed to them in respect and thanks.
WHEN SHOULD I PUSH FORWARD?
Timing is critically important to leadership. If the people of Ukraine had not recognized that it was time to push for honest elections, they would probably still be living under the same corrupt government led by Yanukovych. And if they had tried to push free elections thirty years ago while under communist rule, they likely would have been crushed. To be successful, you have to know when to push and when to back off.
When it comes to gaining influence with your boss, timing is equally important. Poet Ralph Waldo Emerson said, “There are but ten minutes in the life of a pear when it is perfect to eat.” It’s wise to wait for the right moment to speak up. A great idea at the wrong time will be received just the same as a bad idea. Of course, there are times when you must speak up, even if the timing doesn’t seem ideal. The trick is knowing which is which.
Here are four questions you can ask to help determine if it is time to push:
1. DO I KNOW SOMETHING MY BOSS DOESN’T BUT NEEDS TO?
Every leader in the middle of an organization knows things that the boss doesn’t. Not only is that normal, but it’s also good. There are times when you may know something your boss doesn’t, but you need to communicate it to her because it can hurt the organization or her.
“There are but ten minutes in the life of a pear when it is perfect to eat.”
—RALPH WALDO EMERSON
My brother Larry, who is an excellent leader and very successful businessman, tells his staff that he needs to be informed in two kinds of situations: when there is a great problem or when there is a great opportunity. He wants to know about great problems because of their potential to negatively impact the organization. And he wants to know about the great opportunities for a similar reason—they can also impact the organization, but in a positive direction. Either way, he wants to be involved in how the organization and its leaders will address those situations.
How do you know whether you need to bring something to your boss? I know of only two ways to go about figuring that out. You can ask specific questions up front, requesting that your leader spell out when you should bring him in, as Larry has done. Or you can play it by ear and find out by trial and error, using your best judgment and continuing to communicate until the issues are identified.
2. IS TIME RUNNING OUT?
There’s an old saying, “Better one word in time than two afterward.” If that was true in ages past, it is even more applicable today in our fast-paced society where information and markets move so quickly.
Constantine Nicandros, president of Conoco, said, “The competitive marketplace is strewn with good ideas whose time came and went because inadequate attention was given to moving rapidly and hitting an open window of opportunity. The same marketplace is strewn with broken glass of windows of opportunities hit after they were slammed shut.”
If waiting will make it impossible for your organization to seize an opportunity, take a risk and push forward. Your leader can always choose not to take your advice, but no leader wants to hear, “You know, I thought that might happen” after it’s too late. Give your leader the chance to decide.
3. ARE MY RESPONSIBILITIES AT RISK?
When your leader entrusts you with tasks, you have a responsibility to follow through and get them done. If you are having difficulty with that, most leaders I know would rather know about it and have an opportunity to help you accomplish them than see you work all by yourself but fail.
This is an issue I’ve had to work on with Charlie Wetzel. Most of the time Charlie is an all-star. In eleven years of working together, we’ve completed more than thirty books. One of Charlie’s weaknesses is that he is slow to ask for help. If he’s facing a problem as he’s writing, he’ll work too long trying to solve it himself instead of picking up the phone and asking me to lend him a hand. His intentions are good; he wants to lighten my load. And he has a very strong sense of responsibility. (It’s one of his strengths according to the self-assessment created by the Gallup Organization.) But that sense of responsibility can also work against him. I don’t want him to be perfect; I want us to be effective.
4. CAN I HELP MY BOSS WIN?
Successful leaders make the right move at the right moment with the right motive. There will be times when you recognize opportunities for your leader to win that she doesn’t see. When that is the case, it’s time to push forward. How do you know what your boss considers a win? Go back to what you learned when you discovered your leader’s heartbeat and priorities. If you see a way for her to accomplish something related to one of those, you can be sure she will consider it a win.
WHEN SHOULD I BACK OFF?
Knowing when to push is important, since you want to initiate to create wins or avoid losses. Possibly more important is knowing when to back off. Leaders may not always be aware of a missed opportunity because you failed to push, but they will definitely notice if you ought to back off but don’t. If you push your boss inappropriately too often, your boss might push you right out the door.
Successful leaders make the right move at the right moment with the right motive.
If you’re not sure whether it’s time to back off, ask these six questions:
1. AM I PROMOTING MY OWN PERSONAL AGENDA?
From the perspective of leaders at the top, organizations have two kinds of leaders in the middle: those who ask, “What can you do for me?” and those who ask, “What can I do for you?” The first are trying to ride their leaders—and any colleagues or employees they find useful—to the top. The second are trying to carry their organization—along with its leaders and others they can help—to the top.
Just as there are sometimes selfish leaders at the top of an organization, which I described in the Frustration Challenge, there are also selfish leaders in the middle. They see everything in light of their personal agenda instead of their professional responsibilities.
In contrast, 360-Degree Leaders back off if they realize that they are beginning to promote their own agenda instead of what’s good for the organization. Not only that, but they are willing to sacrifice their own resources for the greater good of the organization when necessary.
2. HAVE I ALREADY MADE MY POINT?
Investment expert Warren Buffet said, “Sometimes it’s not how hard you row the boat. It’s how fast the stream is going.” Whenever you’re dealing with your leader, you need to pay attention to the flow of the stream.
It is very important to learn to communicate your point of view clearly to your leader. It is your responsibility to communicate what you know and give your perspective on an issue. But it’s one thing to communicate and another to coerce your leader. The choice your leader makes is not your responsibility. Besides, if you have made your point clearly, you are unlikely to help your cause by continuing to hammer away at it with your leader. President Dwight D. Eisenhower said, “You do not lead by hitting people over the head—that’s assault, not leadership.” If you keep repeating yourself after your point’s been made, you’re just trying to get your own way.
“Sometimes it’s not how hard you row the boat. It’s how fast the stream is going.”
—WARREN BUFFET
David Branker, the executive director of a large organization, said that he had a hard time learning the lesson of when to back off, but it paid dividends in his leadership. He said:
Learning to back off once you’ve made your point can make the most foolish person appear wise. When I was a rookie leader I had a tough time learning this. My boss at the time became more and more infuriated [with me when I didn’t back off] especially when she disagreed with my point of view and could not understand why I wasn’t dropping the issue. I was helped in this issue by a gracious colleague who was much more seasoned in leadership at the time. He said, “I will cue you when you need to drop an issue by simply looking down.” Thanks to him and his creative idea, I learned to read when an issue needed to be dropped for a more opportune time.
The next time you are in a meeting with your boss, pay attention to the way you handle the presentation of your point of view. Do you state it clearly as a contribution to the discussion? Or do you hammer away at it to try to “win”? Trying to win your point at all costs with your boss can be like trying to do the same with your spouse. Even if you win, you lose.
3. MUST EVERYONE BUT ME TAKE THE RISK?
As I’ve already mentioned, it’s easier to risk someone else’s resources than your own. And if you keep pushing when you don’t share in the risk, you will inevitably alienate the people who must shoulder the risk. People don’t want to enter a partnership with someone when they have all the risk and their partner has none.
People don’t want to enter a partnership with someone when they have all the risk and their partner has none.
Leaders in the middle who distinguish themselves usually do so because they have “skin in the game.” If they are willing to risk their resources, opportunities, and success, then they win the respect of their leaders.
4. DOES THE ATMOSPHERE SAY “NO”?
Kathie Wheat, a former employee who worked for Walt Disney World right out of college, said that Disney employees are trained to be sensitive to the emotional atmosphere and dynamics of the guests in their parks. One of the things they teach employees is to never approach a family that is arguing. That makes good sense.
Effective 360-Degree Leaders are like weather forecasters. They are able to read the atmosphere of their workplaces—and especially of their bosses. Take a look at this “weather chart” for leaders in the middle of an organization.
FORECAST OUTLOOK ACTION
Sunny Visibility is clear and the sun is shining Move forward
Foggy weather conditions No way to read Wait for the fog to lift
Partly cloudy Sunny one minute, cloudy the next Wait for the right moment
Rainy Steady rain but no thunder or lightning Move only in an emergency
Thunderstorms Lightning could strike anywhere Wait for the storm to pass
Hurricane Gale force winds, damage is unavoidable Run for cover
Obviously I’m having a little fun with this, but it really is important that you read what’s going on around you and pay attention to your boss’s mood. Don’t let a great idea get rained on because you picked the wrong day to introduce it.
5. IS THE TIMING RIGHT ONLY FOR ME?
Emperor Hadrian said, “To be right too soon is to be wrong.” Let’s face it. Leaders in the middle can be in a tough spot when it comes to timing. People at the top often get to choose the timing for what they do. It may not be as simple as saying, “Let’s go,” because they do have to prepare the people to move. But they get to decide when the timing is right. On the other hand, people at the bottom have little choice concerning when to go. They either keep up or get left behind.
Effective 360-Degree Leaders are like weather forecasters. They are able to read the atmosphere of their workplaces.
When Titus was emperor of Rome, he had the coins of the empire struck with the image of a dolphin curled around an anchor. At the time, the dolphin was considered the swiftest and most playful of marine animals. The anchor represented steadiness and unchanging conviction. Together they symbolized the balance between initiative and wisdom, progress and caution. A family crest years later used the same symbol with the motto festina lente, meaning “hasten slowly.”
That’s what 360-Degree Leaders must do. They must hasten slowly. If the timing is right for everyone, then move forward. But if it is right only for them, they should back off and move more slowly.
6. DOES MY REQUEST EXCEED OUR RELATIONSHIP?
One of my favorite stories from the Old Testament is the story of Esther. It’s a tremendous lesson in leadership. When Xerxes was ruler of Persia, one day he summoned his queen, Vashti, but she refused to come, which was unthinkable in those times. As a result, Xerxes stripped her of her position and prohibited her from ever seeing him again. Meanwhile, he sought to find someone else to take her place, and after a long and elaborate process, Esther, a Hebrew, became his queen.
All was well until a member of Xerxes’ court convinced the ruler to let him have all the Jews in the kingdom executed. Esther faced a dilemma. Though her life probably would have been spared, could she stand by and watch her fellow Hebrews die? If she approached Xerxes to ask him to spare her countrymen when he didn’t wish to see her, he could order her to be executed. Her relationship with Xerxes was tenuous, and she knew it. If her request exceeded that relationship, she was doomed.
In the end, with faith and courage, Esther approached the king, her request was granted, and the Jews were spared. It was a great challenge for this leader in the middle, but she was successful in leading up.
Leaders in the middle of an organization don’t have a lot of authority, and they don’t hold a lot of cards. Often their only “ace” is the relationship they have with the leaders above them. They must play that ace carefully. If they push and their request exceeds the relationship, they are asking for their ace to be trumped.
You can tell a lot about the character and motives of people in the middle of an organization by watching when they push and when they back off. My wife, Margaret, and I enjoy visiting presidential libraries. Recently, while visiting the George H. W. Bush museum, we read a story about the actions of Vice President George H. W. Bush the day President Ronald Reagan was shot in 1981. Bush said that when he got the news, the enormity of the incident came upon him, and right then he prayed for the president.
Since Reagan was in surgery, Bush was really the acting executive of the country, but he deliberately backed off to make sure that he didn’t appear to challenge or displace the president. For example, when Bush went to the White House, he refused to land on the south lawn, because by tradition only the president lands there. And at seven o’clock that night when Bush presided over an emergency cabinet meeting, he sat in his normal seat, not in the president’s.
Reagan, of course, recovered and resumed his duties, and also went on to be reelected as president in 1984. Bush was content to stay in the background, serving his leader and his country—until the time was right and the American people elected him their leader.
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