Leadership begins where one’s comfort zone ends

Preparing a leadership development program for a global player, with its subsidiaries in Europe and its headquarters in Asia, I asked one of the CEOs how he related to leadership. He started by saying: Leadership begins where one’s comfort zone ends. His remark ignited a series of questions and thoughts.

Leadership boundaries

What are one’s leadership boundaries? When do we know that we reached the edge of our comfort zone? How to step beyond without falling?

I often see the boundaries of a leader in face-to-face communication, for instance with a peer. An example: the leader tries to persuade his colleague towards implementing a certain business plan and the colleague objects, giving his perspective. The leader pushes harder to convince him and the colleague opposes even harder. They are stuck in this unproductive pattern. The leader notices that he reaches the edge of his comfort zone when he keeps repeating without results. What does this conversational dynamic generate? How to step out of this stuck pattern? He could for instance listen attentively, briefly take a balcony stance, and while suspending his judgment he would describe the perceived dynamic. Seems simple enough - but in real life this is hard to achieve.

Behaviour patterns

Differences in communication tendencies leading to stuck behavioural patterns impact the conversational dynamic and implicit the outcome of the respective encounter. Developing a certain level of awareness in recognising one's own and others’ communication propensities (the observable vocal acts) leads to consciously making a choice to step out of stuck patterns. These observable vocal acts can be used to the advantage of the respective team. To change the actual communication stance thus leads to an immediate shift in the dynamic of the respective interaction and to developing conversational fluency. It is all about stepping out of one’s comfort zone.

In summary

We know that very often the way face-to-face communication takes place leads to stuck interactions. Leaders access different vocal acts that have an impact on the conversational dynamic and on the outcome of the respective dialogue. Face-to-face differences are perceived as blockers and George Bernard Shaw’s remark “The single biggest problem in communication is the illusion that it has taken place” finds its validity in a business context.

Let’s explore how to navigate between these propensities and to step out of the comfort zone! Why not reach out and see how I can help you?