People are rarely stupid or evil – they're usually just doing their best in an environment that doesn’t always make it easy. Systems leaders know this, so they focus on creating a great environment, to build thriving teams and organisations.
A systems leader takes nothing at face value – instead, when they're faced with a tricky problem, they ask better questions. Rather than blaming people, systems leaders see their organisations as a collection of interconnected relationships, and try to understand how all fits together.
Don’t get bogged down with what’s in front of you. Zoom out and ask bigger, better questions.
1. You keep finding the same problems in different places
2. Performance depends on the efforts of individuals
3. Things take longer or feel harder than they should.
Systems: an introduction
How to become a systems leader
The first step to taking a systems view is to apply some self-awareness. How are you complicit in maintaining the status quo, even when it’s not working? You are always part of the system you seek to change.
Part of what makes systems so tenacious is our deeply held and unhelpful tendency to cling to what feels comfortable. Releasing that need is an excellent first step.
How to improve your systems thinking
- When you’re confronted with a frustration or an inefficiency, dig deeper. Ask ‘why’ a few more times. Dig for the original source of the crime.
- When you’re tempted to hire more people, or buy a new thing, pause. Fix the sieve before you pour more water into it. Ask challenging questions. Bring people on board.
- Test relationships and workflows. Get in the habit of drawing swirling systems diagrams instead of process charts.
- Ask the people who have to use your systems what’s working, and what isn’t.
- Above all: always assume positive intent. If people aren’t doing the right thing, it either isn’t the easiest option, or it isn’t the right thing..
1. Why are they doing this?
2. So what?
3. Is it, though?
