“It is good to have an end to journey towards, but it is the journey that matters in the end.”
– Ursula K. Le Guin
There is always a tension between where we are now and where we are going. We have this tension as individuals and as organizations. However, it is not a “fun” feeling to have. It connects us to our deeper questions of unknown. This is where the deeper issue lies. We don’t like the unknown because it reminds us that we ultimately can’t control outcomes and the future.
However, though, tension is actually good. If harnessed properly, it moves us to transformation and potential. It keeps us from the stagnant and status quo, which leads to decline. An important role of a leader is to embrace tension well so that you can lead well. Here are some points to harness tension effectively:
Self-awareness of Tension
Know the buttons that tension pushes within you. Does tension drive you to anxiety and worry? What are your response behaviors to the stimulus of it? For example, John leads an organization. When he feels tension he immediately goes into “firefighting” and “fix it mode.” However, this keeps him in a reactive stance rather than proactive. His staff are not led well because he does not provide a vision or plan. They act on the immediate, which keeps them in the status quo.
How do you react to tension? Do you have a positive or negative mindset towards it?
Embrace Tension
I suggest viewing tension as an indicator light on a dashboard. When the “engine” light brightens on your car’s dashboard, it is letting you know that something is happening with your car, and you need to pay attention. Now, you could ignore the light, but this may lead to a big problem. The best stance is to pay attention and ask questions. What is going on with my car? Then act accordingly, such as to have your car serviced. In the same way, we can interact with tension. Don’t ignore it, but engage it. Ask questions. What is this tension saying to me? You may want to take time to journal.
Include Others in Exploring the Tension
If you have a negative mindset towards tension, a typical reaction is to want to hide it. If we see tension as meaning something is wrong, we then don’t share it. However, if we are instead curious about the tension, we can be more open and vulnerable about it. Times of tension are great opportunities to engage your team. Ask your team members, “What are your thoughts on the tension we may be feeling as a team?” This will also help you as a leader to not limit your perspective on what the tension might be saying. Then take action after you reflect and discern.
Tension is a normal part of the change and growth process. As children go through a growth spurt, they may feel tension in their very bones, along with their clothes being stretched. (And their parent’s pocket books in tension with buying new clothes!) When a woman is pregnant, her abdomen goes through tension, which is a positive sign that the baby is growing. So, how will you respond to tension?
You may want to have daily awareness. Take time to stop and listen to the tension as you notice it. You also may want to be proactive to set times in your calendar to be reflective about it. I know one leader who knew that she was often driven by tension in negative ways. During one of her vacations, due to unexpected circumstances, she had a 3-day retreat for reflection and planning. She was amazed by the benefits of this retreat on her leadership and for the organization she led. It also changed how she embraced tension. She now knows that for her own rhythm she needs to do a retreat once a quarter. Because of the benefits, the organization supports her with this being a needed part of her role.
So, what is your plan to embrace tension as a leader?