Discerning Leaders Look for What’s Needed
“You can save your breath. I’m on it.”
After observing just one meeting “Joe”, a leader newly assigned to a project, was ready to get to work.
My executive client had brought Joe on to save a failing project which had been weighed down by roadblocks, pivots and other multi-organization stakeholder challenges.
My client’s intention was to have Joe first shadow a meeting and then debrief about the issues together before handing the project over. Instead, the leader could perceptively see what the issues were and what was needed to turn this team around.
We call that discernment.
Discerning leaders quickly identify the problem and what needs to be done to solve it.
As leaders we can balance both humility and listening, with being confidently decisive to ensure time isn’t wasted.
Read on to understand the three ways Joe excelled in adeptly taking over the project, and how you can exercise your own strong discernment as a leader.
What We Can Learn From Joe’s Ability to Discern the Team’s Needs
Strong leaders develop discernment by looking for patterns, simplifying complex situations, and confidently acting on what they see. Joe’s efficient project takeover was a strong example of discernment in action.
“Strong leaders develop discernment by recognizing patterns, simplifying complex situations, and confidently acting on what they see.”
Here’s Why:
He leaned in and observed what most leaders miss.
Joe leaned in and tuned in, turning up the dial on his perceptions. He diagnosed that the dynamics he was witnessing likely weren’t random, but a reflection of deeper systemic patterns within the team. He didn't just see a mess — he saw a lack of trust, organization and team cohesion.
He knew when to observe and when to act.
Leaders who exercise discernment often ask themselves, “when should I sit back or jump in?” In this case, Joe knew action, rather than continued observation, was the right answer for leading this struggling team. The issues needed to be addressed head-on, quickly.
He paired confidence with humility.
Joe communicated what he saw and his intended plan in a humble, grounded way. He didn’t claim to have all the answers, but still felt confident based on his observations that he could address the team’s issues.
How Leaders Like You Can Discern What’s Needed
1. Assume that the behaviors and interactions you're seeing are systemic.
Flukes are rare; the dynamics on display are usually patterns stemming from the team system. Joe saw the trust and alignment issues in that first meeting as patterns, not exceptions.
2. Create a focused frame that defines success.
Joe simplified his focus – he was able to see the signal over the noise – which helped him identify the gaps he was seeing.
Joe's deliberate, simplified focus did not mean he was done collecting new information and tuning in; however. He stayed focused while remaining open to new information, in case a “rudder steer” was needed.
3. Communicate your plan.
Signaling confidence and a clear plan can be a huge relief to your team and fellow leaders. Joe elaborated on what he saw and his clear plan to turn it around which earned him profound respect from his executives.
Takeaways to Master Leadership Discernment
Strong leaders develop discernment by recognizing patterns, simplifying complex situations, and communicating what they see.
Discerning leaders look for patterns, not just symptomatic surface problems.
You can be both a humble and confident leader. It’s okay to display confidence that you do know and can see what's needed.
High-impact leaders discern what's needed, focus on the issue and decide when to act, while still being able to gather new information as they go.
Leaders, work with us to learn how to trust your ability to discern and perceive what’s needed.
