Herding Headless Chickens While Headless

For those of you who read my blogs regularly, you probably have guessed that the title of today’s blog was inspired by a story that happened recently, and you would be correct. I recently had a conversation with someone about a situation I hear about and witness all too often. Someone she knew had been put into position after position, not because they particularly excelled, but because no matter what they would just put their head down and charge forward and try to get things done without question. And then when it all went terribly wrong, the organization had someone to blame; the person they put in the position who wasn’t necessarily qualified. She went on to say that she had encouraged this person to take some classes, get a coach, do something to dig themselves out of the hole that they were in, but they just couldn’t. These roles had taken an emotional toll but they were just going to keep spinning because that was more familiar than the alternative.

There is a lot to unpack in this situation but I wanted to continue with the theme we started last week in The State of Being Busy. People create these environments for a variety of reasons. They think that being busy shows worth or that if they aren’t busy they are slackers. The same happens in situations like this. People are often flattered that they have been given the promotions without wondering why or what that means for them. They are in over their heads but not about to admit it, because they feel that someone took a leap of faith with them and they have to make it work. They have to succeed no matter the toll.

How do you herd chickens when leadership keeps throwing chicken feed?

However, what really happens is that we end up with people in positions of power who should be showing up as leaders, but instead are flapping around like a headless chicken trying to organize the masses of headless chickens while the senior people are throwing chicken feed around scattering the chickens even more.

This is a failure at all levels. It is a sign of weak leadership at the top who is looking for an excuse or a scapegoat for themselves when things don’t turn out the way they want - and they won’t because there is no recipe for success in this. It is a failure for the person put in the herding role because they are ill-equipped to handle the situation, and it is a failure throughout because the organization lacks direction and purpose.

How do we unravel this situation?

Unraveling this is a challenge, because it has to start at the top and the top has demonstrated an unwillingness or lack of ability to lead in the first place. So that leaves the chicken herder two choices; leave and find something better suited or try to change things from within. The first option requires that the person recognize what is happening, and that it is a situation they are unable to turn around and are better off landing somewhere that allows them to work to their strengths and be supported. This choice isn’t as obvious or easy as it sounds looking in from the outside. The person has to first recognize this is the wrong opportunity. Then they have to wrestle with the idea that they haven’t failed. It just wasn’t the right place. This is difficult. We want to succeed. We want to be rewarded. We don’t want to give up or be seen as a failure. And then they have to know themselves well enough to know what IS the right environment - what a better fit looks like. And THEN they have to know how to ask for what they need. The emotional toll that these herding chickens positions take on people often leaves them more traumatized than they realize and unable to figure this all out on their own. The fortunate ones ask for help.

Fix things from within? How is that possible?

Now let’s look at the second option - fix things from within. How do you do this if you are in over your head? The first step is to realize you are in over your head and seek out help. You need to have a neutral party assist with breaking the cycle. Herding chickens while headless is a perpetual cycle that is hard to break when you are spinning around like a top with leadership going around you and sabotaging at every pass.

Here are three steps you can take to get started:

• Get help. Don’t try to do this on your own. You are emotionally invested. Look for a coach with whom you can relate and can help you get focused. Participate in groups or forums where people are supportive so you can ask questions and find resources.

• Start with your team. You have to have their support to change things. Get their feedback on what they want the team to look like and how they want to work. If it is not working for you as is, it is not working for them. Do team building with your team to work toward “what does success look like?” This again should be facilitated by a neutral party so you can participate and be part of the team not hovering around.

• Stop the round-ending. If there is a firestorm constantly coming from above, work with the team on how to say “Could you talk to so that I am clear on my priorities?” This will take some practice, role playing, and activities to become ingrained. It will go wrong. Someone will falter. But support them in every way that you can. Your role as team leader or manager is to remove obstacles for your team and dive bombing leadership is a big obstacle to success. AND be strong with those who are causing the chaos. Let them know that the team has a goal to produce quality work and that you want all work to come through you so you can help the team prioritize. You will have to repeat this over and over and over. Stay strong.

Create Psychological Safety and See Results

You will be amazed at what the support of your team can do for your psyche and at the same time what changes you will see in them if you start to create a psychologically safe space for them as well. This will allow you to break the cycle of herding headless chickens while headless and start creating more of a pack mentality than an all for themselves approach. They will come together and support each other and you will start to see a change in the quality and quantity of work produced as well. This is not an immediate, one-step process. It will take a lot of time and a lot of emotional investment on your part, but the rewards of not feeling like you are constantly caught up in a tornado will be huge.

Learn more about the work that we do and the programs that we offer. Set up a call to start planning how you want to change the culture of your organization.

Learn More

About the Author:

INDRA A. BOOKS

Connect with us