Compass Not Map

In his 2009 book on Motivation, Dan Pink describes how motivation is intrinsic (i.e. it must come from within) and is fed by Autonomy, Mastery and Purpose.  When I think about when I have felt most engaged (in my work or hobbies), this makes sense and I strongly buy into his idea that creativity and self-direction comes from autonomy.  The challenge that I often find in coaching C-Suite leaders is that our generation (unfortunately I count myself in this category) grew up with the paradigm that management translates as employees complying with rules and with instructions given to them by more experienced and competent people (i.e. their boss).  As leaders, our instinct is to take our teams by the hand and help them safely across the battlefield. Our logic is to show them how to do what we managed to do, and it’s natural to want to save them from common landmines. We have the belief that if we did it, they can too. After all, isn’t it the responsibility of the leader to explain to others the best method to achieve the goal?

Unfortunately, there is no such thing as one map to reach the desired goal, and your map is based on the context you found yourself in, not the one that the team do.  Maps are only good in known worlds that have been charted. Compasses are perfect for when no one has charted the territory.  One of the key roles of leaders is to develop people to create their own maps.  As Dan Pink explains people crave autonomy, and they develop by figuring out problems on their own.

There is no such thing as one map to reach the desired goal, and your map is based on the context you found yourself in, not the one that the team do.

With that in mind, one of the most common coaching conversations I have is to stress the importance of setting direction and expectations (i.e. setting the compass point), but then getting out of the way and letting the team work out the map.  This is such a simple concept, but one that many C-Suite leaders find counter-intuitive.  As one CEO recently said to me, I spent many years as an engineer enjoying the challenge of working through detailed problems, and it is tough having the realisation that, in the main, this is no longer my role.  After a short period of feeling a little lost, that same CEO realised the importance of setting direction and of his responsibility to ‘own the compass’.  As he said to me some months later, it is my job to ensure that the end destination is clear and non-negotiable.  There will be many routes to that destination and the best way I can coach, and support is to keep the vision of the destination clear and in the forefront of mind.

Although the concept of ‘Compass not Map’ is a simple one to understand, the activity of showing teams how to do what we managed to do is often an engrained habit and something that requires coaching to firstly challenge fundamental beliefs of the leader’s role and contribution, and often then redesign old and dysfunctional habits.  For many senior leaders reinventing themselves into their ‘new role’ can be difficult, but also rewarding when they see the results of practicing new habits.

The concept of ‘Compass not Map’ is one of the most impactful coaching models for CEOs and C-Suite Executives, particularly in technical or specialist sectors.  If you are looking for support with engaging leadership,  I would be happy to discuss this further.  Check out my website at alexlewiscoaching.com or contact me on +44 7793 425755.