Control the controllable and influence the variables!

 

Control the controllable and influence the variables!

As a leader, it can be tempting to try to control every aspect of a project or team. However, there are some things that are simply out of our control. The key is to discern what we can control directly versus what variables we can merely influence. Focusing our energy on controlling the controllables and influencing the variables is crucial for effective leadership.

What can we control?

As leaders, there are certain things directly within our sphere of control and accountability. These include:

·       Our attitude and mindset: As leaders, we have control over our mindset and attitude. We can choose to approach challenges with optimism, adopt a growth mindset oriented toward learning, and model resilience in the face of setbacks. Setting the tone with a positive attitude rubs off on the team.

·       The goals, priorities, and expectations we set: Leaders have control over the vision, goals, metrics, and expected outcomes we set for ourselves and our teams. Setting clear goals and priorities aligned to the overarching vision is key. When goals and success criteria are vague, teams flounder. As leaders we can provide that clarity of purpose.

·       Who we choose to have on our team: Leaders often have input, if not full control, over recruiting and selecting team members. Seeking those aligned to the team vision who have complementary skill sets to fill capability gaps is key. Hiring the right people shapes team dynamics and performance potential.

·       How we communicate with and empower team members: Leaders set the tone for communication styles and forums within a team. We can choose to communicate with transparency, authenticity, and clarity. And we have control over empowering team members by delegating responsibilities, allowing autonomy, and distributing leadership opportunities.

·       The structure, systems, and processes we put in place: Leaders make choices on organizational structures, operating systems, and business processes that enable the team to deliver on goals. Defining how the team will operate - meeting cadences, project management systems, etc. - creates standards and efficiency.

·       How we invest our time and attention: Leaders decide what issues and opportunities they devote their time, energy and focus towards. Making time for strategic thinking versus getting lost in the weeds of operations is critical. We can also choose to invest attention in professional development for ourselves and team members.

·       Our own self-care and stress management: While work pressures may feel out of control, leaders can carve out space for health and wellbeing. Modeling sustainable rhythms, taking breaks, unplugging from technology, exercising, etc. prevents burnout and inspires work-life balance on our teams.

Keeping a focus on these areas of direct control helps us steward our leadership well. As John C. Maxwell says, "A leader is one who knows the way, goes the way, and shows the way." When we as leaders keep our hands firmly on the wheel in these controllable domains of team vision, talent, communication, and structuring, we can powerfully go the way and show the way for our teams to thrive. Rather than expending energy trying to control external variables, controlling the keys within our realm sets the stage for successfully influencing variables through engaged leadership.

What variables can we influence?

Then there are variables we can influence but not completely control. This includes things like:

·       Market trends and external environments: While we cannot control market forces, economic trends, competitor moves, or technological disruptions, we can exert some influence. We can adapt our strategy based on shifting market landscapes, pursue agility in our operations and offerings, and seek to differentiate ourselves from competitors. Being market-attuned helps us ride the waves of change.

·       Other teams and departments across the organization: As leaders of one team, we have no direct control over other groups. But we can communicate cross-functionally to influence collaboration, resource sharing, and alignment on interconnected goals. Building relationships beyond our team fills capability gaps. And rallying around a common vision drives organizational synergy.

·       Each team member's engagement and performance: We cannot mandate high performance and engagement from team members. But through feedback, development plans, 1:1 coaching, and fostering psychological safety, we can positively influence it. Taking a mentoring approach helps team members reach their potential and find purpose in their role.

·       Customer preferences and satisfaction over time: Customer opinions are variables outside our control. But we can influence experiences to align with evolving needs through customer advisory groups, surveys, and journey mapping. And we can influence satisfaction levels through quality control and support programs. Voice of the customer input shapes what we deliver.

While we cannot completely control these variables, we can still influence them through thoughtful leadership. We can adapt to shifting contexts, collaborate cross-functionally, coach team members toward growth, and continually gather customer feedback. The key is being attuned to the variables and exercising our influence appropriately.

Expending energy wisely

As the saying goes, we need to pick our battles wisely. Expending all our energy trying to control the uncontrollable variables is fruitless. That energy is better directed at stewarding what is within our control and strategically influencing variables when possible. This focus allows us to lead from a place of empowerment rather than frustration.

The next time you feel inundated as a leader, pause and assess what parts of the situation you truly control versus what are influencing variables. Then channel your energy accordingly. This balance enables sustainable, effective leadership. Our sphere of control might be smaller than we think, but our capacity to influence is greater when we act and attend to the right things.