I heard a political leader lament recently that "everyone is an expert." I thought about that comment as I knew what he meant. In my smaller spheres of influence, I have felt that way too from time to time. While I was trying to do a good job, everyone was giving me their opinion, and often those opinions where given without understanding all the facts related to the situation or my position. Yet, is it better to lead an opinion-less people or a people so invested that they are all telling you what to do? Obviously, there's a happy medium between opinion-less constituents and clients and those who are always telling you what to do, but in general, when people feel like they can express their points of view and you make the time to listen, your leadership is better.
I learned that the hard way as an educator. When I started teaching, the constant barage of advice and opinion from students, families, colleagues, leaders, and the public in general were overwhelming. Why is everyone telling me how to do my job?, I'd think with frustration. Then about midway through my career, I made a mental shift--rather than seeing all those opinions and advice as a burden, I learned to listen more and communicate better. I embraced servant-leadership which essentially makes you a servant to the people you serve, and as a good servant you listen well and tell those opinions seriously with respect. Later I modified the servant leadership approach to a servant-partner approach with the attitude that we're all in this together, and good work depends on all of us. That was even more powerful.
Good communication meant keeping the team in the loop with regard to the what's and why's of efforts planned, efforts currently employed, and efforts past. This full-circle communication approach always enlisted stakeholders in the plans by telling them what was planned and why that was planned before any significant event occurred. As part of that communication, I would ask those I worked with and for if they had any questions, new ideas, or thoughts about the matter. Typically people had some good commentary that helped to make the plans better and more tailored to the needs of those I worked with and for. Simarly my team and I kept people in the loop while we were engaged in the plans. Again, those we served offered opinions. We listened to their words, clarified, and responded. Finally, we assessed efforts once those events were complete, and once again we reached out for the thoughts of those we served--we used those thoughts to better what we were able to do the next time we completed a similar task.
Last night I was reminded of this work and the recent "Everyone's an expert" lament as I dreamt that I was taking a walk with President Joe Biden and his wife, Dr. Jill Biden. Throughout the walk we were having a friendly conversation, yet while we talked I felt the President's pull between wanting to listen and hear, but also being called in so many directions that time was precious. In the dream, First Lady Jill Biden, was kindly signaling the President that he had appointments to meet, and that he didn't have the luxury of a long conversation with every citizen. I thought about the pressure a President must feel when he faces the perspectives and points of view of an entire nation--328.2 million people.
I also felt this struggle as I listened to the President's Press Secretary speak yesterday. She was using good manners and respect, but I could sense the heavy weight of people's layered, leading questions. She had to stay sharp so that she answered with accuracy and did not take the bait that could lead her commentary astray.
Good process will lessen the burden of the reality that "everyone's an expert" will bring. As much as possible enlist the voice of the people as you plan, while you carry out the plans, and when you assess the efforts. As a servant and partner to the people, enlist their efforts in the task--partner with those you lead to carry out important work, and finally, in the end, welcome the people's point of view with simple question such as how did we do, what could we have done better, and what should we do next time.
And, when we are part of the client or constituent group, we have to be mindful of our responsibility too. When we offer our opinion, we have to see the big picture and recognize that the client or constituent group includes a great number and variety of people. We also have to recognize the position of leaders who have multiple viewpoints and needs to consider with any decision or action. And in truth, while everyone may feel like an expert, it's often true that we are not experts in particular situations. In cases like this, we have to do our homework too--we have to listen to the true experts out there that understand the facts of the situation. Onward.