In leadership, polarities - such as stability and change, empathy and expectation, or results and relationships - are often misconstrued as problems to be solved. However, these are not problems but inherent tensions that require adept navigation. Each pole offers distinct value, yet an overemphasis on one can cast a shadow over the other. Too much stability may lead to stagnation, while too much change can result in chaos. Effective leaders recognise that the art lies not in choosing one over the other but in dynamically balancing both with awareness and intent.
Paradox takes this a step further, challenging leaders to embrace the tensions at the heart of their roles - tensions that are not obstacles to be removed but realities to be worked with. Should decision-making be centralised for consistency or distributed for agility? How does a business balance short-term survival with long-term sustainability? Leaders must navigate compliance while enabling commercial success, pursue an ambitious vision while staying grounded in pragmatic capability. These are not problems to be solved once and for all, but ongoing tensions to be understood and integrated.
Crucially, paradox refuses neat solutions. It demands a deeper level of engagement with reality, where wisdom emerges not from resolving tensions but from working through them. The real challenge for a leader is not choosing between opposing forces but enquiring into the whole of the issue - exploring what each side reveals and uncovering what is truly at play.
Consider a leader wrestling with the paradox of empowerment and central control. At first, it seems like a trade-off: give teams more autonomy or tighten control for consistency. But deeper enquiry often uncovers a different challenge altogether. The real question may not be about choosing between them, but about designing systems that enable empowered decision-making within a strong and coherent organisational framework. By holding the tension rather than forcing a choice, leaders uncover responses that are both more nuanced and more effective.
Paradox invites leaders to resist the urge for premature clarity, to hold multiple truths at once, and, in doing so, to lead with greater depth and wisdom.
The "And-Both" Approach
Transitioning from Either-Or to And-Both thinking enables leaders to honour multiple perspectives simultaneously. Instead of viewing tensions as dilemmas requiring trade-offs, leaders can ask:
How can we maintain stability while embracing necessary change?
How can we lead with confidence while remaining humble learners?
How can we drive results while nurturing relationships?
This approach doesn't seek compromise but expansion, leveraging the energy within tensions to foster innovative solutions.
To navigate these complexities, leaders can employ the Tension Compass - a concept that views tension as a guiding signal indicating where energy and attention are needed. Tension serves as feedback, highlighting areas within the organisation that require intervention. Ignoring such tension can lead to breakdowns, much like neglecting unusual noises in a machine can result in mechanical failure.
The Tension Compass comprises two dimensions:
Internal Tension Compass - This pertains to the leader's internal signals - gut feelings, persistent thoughts, or anxieties that disrupt focus and sometimes even sleep. These internal cues often point to unresolved issues or necessary conversations that are being avoided. Engaging with these feelings through reflection can uncover areas needing attention. Often this means recognising the missing conversation and choosing to have it.
External Tension Compass - This involves observing external indicators within the organisation, such as recurring informal complaints, visible friction among team members or departments, or systemic inefficiencies. These external signs act as hotspots, directing leaders to areas where their intervention is crucial.
To effectively utilise the Tension Compass:
Cultivate Awareness - Regularly check in with your internal compass by setting aside quiet time for reflection. Ask yourself:
What is currently bothering me at work?
What am I avoiding?
Which conversations need to happen?
This practice helps in identifying and addressing underlying issues proactively.
Observe Organisational Dynamics - Pay attention to the external environment. Notice patterns of tension between departments, recurring conflicts, or areas where processes seem to falter. These observations can guide you to the organisation's pressure points that require strategic focus.
Engage with Tension Constructively - Approach identified tensions with curiosity and openness. View them not as problems to eliminate but as opportunities for growth and innovation. Facilitate conversations that explore these tensions, encouraging diverse perspectives and collaborative problem-solving.
By integrating the "And-Both" mindset with the Tension Compass, leaders can transform tension from a source of stress into a valuable tool for organisational insight and development. This approach not only enhances decision-making but also fosters a culture where complexity is navigated with agility and wisdom. More than that, it represents a deeper, more realistic engagement with reality. Leadership is not about reducing tension but learning to work with it - because the world doesn’t deal in neat solutions, and neither does effective leadership.
How can you honour both sides of a key tension you’re facing - leveraging their strengths rather than feeling forced to choose between them? What conversations will be required?
Matt helps leaders and teams develop their mindset and resourcefulness so they can relate productively, communicate effectively, and navigate challenge, change and complexity with confidence.
Through coaching and training, he empowers leaders with better choices and more options for progress - building better leadership from the inside out.
Curious what that could look like for you or your organisation? Let’s talk.