Moving on “Empowerment (Trust) Matrix quadrant “caged eagles”, this session we will briefly look at “flying blind”.
The Empowerment (Trust) Matrix
Low trust Entrenched in Bunkers Caged Eagles
High trust Flying Blind Empowered Individuals
Low Enablement High Enablement
Oxford dictionary ~ Blind
Lacking perception, awareness, or judgement: a blind acceptance of the status quo he/she was blind to the realities of his/her position
not controlled by reason: they left in blind panic
not governed by purpose :a world of blind chance
“Flying Blind”
This works two ways firstly we can extend too much trust – blind trust – to others, but do not enable them, creating the “flying blind” (lower-left quadrant) and secondly there are those with all good intentions go off don’t seek advice nor receive advice and fly blindly on, I have seen this too many times.
Here’s how the first instance can happen. For example let us say that the church/organisation has set up a new department or the church/organisation has work to do that individuals are not really ready to handle. These individuals do not have the skills or expertise yet and the church/organisation (or leader) gives an instruction, due to the lack of good questioning, coaching or mentoring they are left alone and start to make small then bigger mistakes.
Secondly, those that go off on their own, often give the impression of a ‘can do’ attitude, their appearance suggests they are competent or they have that adorable good nature and willingness to help. Once again through poor communications, coaching or mentoring these individuals go off flying blind and hoping for the best (at some point in the future I will discuss ‘Who Moved My Cheese’ which highlights this second characteristic effectively).
To make matters worse, what I see more often today is the flying blind get the blame, leaders are often too impatient, don’t fully explain what they would like and want now results, thus the flying blind get marginalised and never ever become empowered.
Room for improvement, how?
Any leader who is worth their salt before issuing any instructions ought to employ good questioning techniques and or coaching/mentoring. More than often it is time that dictates how effective we are those leaders who stop time for individuals will bring out the best in people.
The question now is how many leaders at whatever level are good coaches/mentors?
Reflective view:~ I was discussing the merits of 1-2-1 coaching to a church leader some time ago who was looking to engage me in coaching them on a 1-2-1 basis to help improve their overall leadership skills. I asked one very simple question “why do you think you need coaching”? The reply after a while was very simple “I don’t, I’m good enough”. With that response I gathered the person was not teachable and the conversation ebbed away and I have observed from a distance mistakes that have had consequences for individuals and the church.
A leader who is not teachable is not a leader at all, but follows a autocratic style of leadership and in the end is a positional leader not a relational leader who will balance task, team and individual to bring out the best in people and enhance the church.
Removing Barriers Releasing Potential 