By Doug Diamond | Business Improvement
Sometimes being inclusive is a leadership strength. Other times, it can become a liability.
Throughout a leader's career, there will be situations that require collaboration, thoughtful discussion, and input from the team. There will also be moments when the circumstances demand immediate action and clear direction.
I think of these as wartime leadership and peacetime leadership.
Both approaches are important. Both require different skills. And one of the challenges of effective leadership is recognizing which approach the situation calls for.
Wartime Leadership: When the Situation Demands Action
Imagine there's a fire in your building. You wouldn't gather everyone together to discuss the best evacuation strategy. You'd give clear instructions, tell people where to go, and make sure they move quickly and safely.
Business crises require a similar approach.
When a situation is urgent, there may not be time to gather everyone's opinions, debate alternatives, or build consensus. Your team needs direction, and they need to know what action to take.
But here's an important distinction: wartime leadership doesn't mean angry or aggressive leadership.
In fact, I believe the opposite is true.
Effective wartime leadership is calm, clear, concise, and action-oriented. It means communicating expectations without ambiguity and giving people the direction they need to act confidently.
The objective isn't to control people for the sake of control. It's to provide clarity when time and circumstances demand it.
Peacetime Leadership: When Collaboration Creates Better Outcomes
Now consider a different situation.
You're developing a strategic plan, evaluating a new opportunity, or working through an important decision. There's time to think, explore alternatives, and engage the experience and perspectives of your leadership team.
This is where peacetime leadership becomes especially valuable.
Rather than immediately directing the team toward a particular solution, you create an opportunity for people to contribute their ideas, challenge assumptions, and participate in the decision-making process.
And that doesn't mean everyone needs to agree.
Some of the most productive discussions involve healthy debate and even a little conflict. Different perspectives can lead to better thinking, and better thinking often leads to better decisions.
There's another benefit to this approach. When people have an opportunity to contribute to a decision, they're often more committed to making it successful.
Peacetime leadership isn't about avoiding difficult decisions. It's about using the collective intelligence of your team to make better ones.
The Problem: Leaders Get Stuck in One Mode
Here's where I think many leaders struggle.
We all have natural tendencies. Some leaders are comfortable being direct, making decisions quickly, and telling people what needs to happen. Others prefer discussion, collaboration, and building agreement.
Neither tendency is inherently good or bad.
The problem arises when a leader becomes so comfortable with one approach that it becomes their response to every situation.
A leader who defaults to command and control may miss opportunities to benefit from the ideas and experience of the team.
On the other hand, a leader who insists on collaboration in every circumstance may create unnecessary delays when the business needs immediate action.
The leadership style that works well in one situation can become a liability in another.
That's why I encourage leaders to become intentional about developing both approaches.
Developing the Leadership Style That Doesn't Come Naturally
If you're naturally a wartime leader, practicing peacetime leadership may mean slowing yourself down.
Instead of immediately offering your solution, give the team an opportunity to think through the problem. Ask questions. Listen to different perspectives. Allow time for discussion before making the decision.
If you're naturally a collaborative leader, practicing wartime leadership can be more uncomfortable.
You may need to create a greater sense of urgency, become more comfortable giving direct instructions, and recognize that not every decision requires a group discussion.
Neither adjustment necessarily comes easily.
Both require self-awareness, concentration, and a willingness to lead in ways that may feel less natural.
But that's part of growing as a leader.
How Do You Know When It's Time to Switch?
I believe much of this comes down to experience and judgment.
When a situation is urgent, when delays could create additional problems, or when people need immediate direction, a more decisive approach is often appropriate.
When there's time to consider alternatives, when the decision would benefit from different perspectives, or when team commitment is particularly important, collaboration is often the better choice.
And if you're not sure?
Ask someone you trust.
Most leaders have someone on their leadership team who can provide candid feedback. That person can help you recognize whether you're being too directive or spending too much time building consensus.
The important thing is to be intentional rather than simply reacting according to your natural preferences.
Effective Leadership Requires Both Skills
I don't believe the goal is to become a wartime leader or a peacetime leader.
The goal is to become comfortable with both.
Your team needs to know that you can provide clear, decisive direction when circumstances require it. They also need to know that you value their thinking, experience, and contributions when there's an opportunity to collaborate.
Neither approach is right all the time.
Effective leadership means recognizing what the moment requires and having the ability to respond accordingly.
So here's a question worth considering:
Which leadership mode comes more naturally to you? And how comfortable are you switching to the other when the situation calls for it?
Doug Diamond | Business Improvement
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