What is the approximate proximity that leaders should operate from? Am I too close to the people, or too far from them? This is a great question for leaders to constantly wrestle with.
Approximate Proximity
I was having a good conversation with one of our high performing leaders this week when this concept came up. They were struggling with the side of the question about being too far from the people.
This particular leader is far from distance. They were not giving themselves enough grace. Even if their proximity had drifted due to demands, chaos, and crisis, it surely wasn’t intentional.
This conversation made me think, “What is the approximate proximity leaders should operate from?” Here are three distances of proximity my mind generated:
Predominate Proximity
Webster’s Dictionary defines Predominate as follows, “To exert controlling power and influence.” Within that definition is the word Exert. In a negative context Exert is defined as, “To bring or bear especially with sustained effort or lasting effect.” In summary, overbearing and controlling.
This type of proximity is too close. Better known as micromanagement. The people see you too much and feel suffocated. Everywhere they look, there you are. Every time they think, you are deciding. Way. Too. Close.
As leaders, the practice of predominate proximity is entirely too close. It can easily be generated during our times of insecurity, skepticism, and cynicism. Yes…OUR times. When we fall into these traps, we feel the need to close the distance. Even if our intentions are to help solve a problem, it can draw us closer than we need to be.
Peripheral Proximity
Peripheral proximity is the exact opposite of predominate. It’s when a leader drifts in distance. The distance is generated by one of two factors, complacency or chaos.
Complacency is a threat when things are good. It is the act of coasting. I once heard that, “The problem with coasting is that you’re headed downhill.” It carries you faster and further away from where you need to be.
Chaos is a threat when the good is disrupted. Confusion sets in, focus is redirected. Our instincts turn to survival, we fight the crisis of the moment. In those moments, we can drift from our purpose…serving the people we are entrusted to lead.
As leaders, we should be cautious of both. Complacency and chaos both place our approximate proximity further away from our intended destination.
Conclusion – Purposeful Proximity.
I did advise this leader to give themselves grace. They are a Connected Leader who is extremely purposeful. Proximity is important to them.
We can also feel the pressure from our people through conflicting messages. The demand from them to be close, but not too close. To stay close enough, without getting too far. It is a constant tension to manage.
Here is the sweet spot…purposeful proximity. It is the perfectly imperfect proximity. I’m sure you are thinking, “Gee…thanks, this really provides clarity!” It’s because I don’t have the answer either. I wrestle with the exact same things you do. “Is my approximate proximity too close or too far?”
I often reference the Hawthorne Effect. It was an unintended result from a study on factory workers in the 1920’s and 30’s. It related to the lighting levels in the facility and the impact on worker productivity.
They adjusted the lighting levels up and adjusted them down. Both settings had the same effect, productivity went up. It was the simple fact that the employees felt like they were being paid attention to that mattered. The leaders were at an approximate proximity that made an impact.
I may not know a lot, but I do know this. If we are purposeful, it will place us at the right proximity. We should constantly ask ourselves this question in order to achieve this purpose. Am I at the approximate proximity I need to be? Today, and every day.