How to Transform Your Leadership with the Power of Language -safquest.com

 

Lessons from Leadership Is Language

The Tragic Lesson of El Faro: Why Language Matters

In 2015, the cargo ship El Faro sank during a hurricane, claiming the lives of all 33 crew members. Despite meteorologists predicting the storm, the captain chose a direct route through its path without consulting his team. His authoritative leadership style, marked by ambiguous and hesitant language, stifled open communication. Statements like, “We’re going into the storm. I wouldn’t have it any other way,” or questions like, “Does that make sense?” failed to invite honest feedback, fostering a false sense of security.

The El Faro tragedy underscores a critical truth: leadership language shapes outcomes. By fostering an environment where team members feel safe to share ideas, leaders can make better decisions and avoid catastrophic mistakes.

Rethinking Leadership: The Balance of Thinking and Doing

Marquet introduces the concept of bluework (thinking, decision-making) and redwork (execution, doing). Effective leadership requires weaving between these modes to balance reflection with action. Many leaders, like the El Faro captain, get stuck in redwork, prioritizing action over contemplation, which can lead to poor decisions under pressure.

To achieve this balance:

Pause for reflection: Schedule breaks between tasks to reassess and brainstorm. Marquet suggests naming these pauses (e.g., “time-out”) to normalize stepping back.

Ask better questions: Instead of “Are you sure?” try “How sure are you?” This invites deeper reflection and encourages honest input.

Involve everyone: Ensure junior team members have a voice. On El Faro, only senior officials made decisions, silencing valuable perspectives.

Fostering Collaboration Through Inclusive Language

Marquet emphasizes that diverse opinions enhance problem-solving. Leaders must create spaces where team members feel safe to dissent. This means moving away from coercive tactics that push for consensus and instead encouraging variability in thinking.

Here’s how to foster collaboration:

Vote, then discuss: Ask team members to write down their thoughts anonymously before group discussions to capture unbiased ideas.

Encourage dissent: Dissent isn’t disharmony—it’s a source of innovation. Actively seek out quiet voices and ask probing questions to draw them out.

Provide context, not orders: Share the consequences of actions to empower informed decision-making rather than dictating tasks.

From Compliance to Commitment

Compliance ensures basic standards, but commitment drives excellence. Marquet argues that commitment stems from giving team members a choice and aligning actions with shared goals. To shift from compliance to commitment:

Focus on learning, not just doing: Encourage employees to explore and improve rather than proving competence.

Commit to actions, not beliefs: Allow team members to retain their opinions while aligning their actions with organizational goals.

Break work into small chunks: Short, focused work periods make tasks manageable and reinforce progress.

Celebrate Completion to Boost Morale and Adaptability

Marquet highlights the importance of marking task completion to break the cycle of endless redwork. Celebrating milestones boosts morale, reinforces commitment, and allows teams to adapt to changes, such as new technology or market shifts.

To embrace completion:

Celebrate milestones: Acknowledge completed stages with appreciation, not criticism. Focus on behaviors team members control.

Balance learning and work: Early in a project, prioritize bluework for learning. As it progresses, shift toward redwork.

Detach and refocus: Completion provides psychological separation, helping teams approach new tasks with clarity.

Choosing to “Get Better” Over “Be Good”

Marquet contrasts the “be good” mindset, which seeks to protect reputation, with the “get better” mindset, which embraces growth. The Frozen team’s success came from rethinking the original story, showing how a “get better” approach drives innovation.

To cultivate a “get better” culture:

Embrace mistakes: View errors as learning opportunities, not failures.

Control the clock: Schedule time for reflection to avoid being driven by deadlines.

Foster autonomy: Research by Harvard’s Teresa Amabile shows that control over work enhances creativity and innovation.

Set Goals, Stay Flexible

Goals focus effort but can hinder learning if too rigid. Marquet advises setting clear objectives while remaining open to new information. Leaders should:

Balance redwork and bluework: Ensure thinking informs action at every level.

Encourage self-regulation: Empower teams to adapt without relying on constant oversight.

Stay open to change: Flexibility allows teams to pivot when new data emerges.

Practical Steps to Transform Your Leadership

Marquet’s strategies are actionable and adaptable. Here’s how to start:

Discuss goals openly: Share concerns with your team and encourage them to voice theirs.

Create anonymous feedback channels: Allow employees to share ideas before decisions are made.

Appoint junior leaders: Let less senior team members lead discussions to diversify perspectives.

Listen actively: Validate team input to build trust and connection.

Conclusion: Save Your Ship with Better Language

The El Faro tragedy shows the consequences of poor communication, but Marquet’s insights offer a path forward. By balancing thinking and doing, fostering collaboration, and using language that empowers, leaders can create safer, more productive workplaces. Commit to these changes, celebrate progress, and watch your team thrive.