You may recall that I wrote about “Taking the Temperature” back in early November. That leadership behavior is a part of Diagnosing the Situation, and it suggests that we should measure levels of engagement before we take action steps. Leaders need to be aware of situations that may be too hot or too cold when working through difficult adaptive challenges. But what should we do if we determine that the temperature is not ideal? We often need to find ways to “Raise the Heat,” which is a behavior associated with Intervening Skillfully.
I am a natural people-pleaser, and I like finding ways to help others feel more at ease. We often value leaders who provide comfort in chaotic situations, and I enjoy the affirmation that comes from that kind of work. Unfortunately, the equilibrium that we desire can inhibit the progress that is needed in times of uncertainty. Effective leaders recognize that some level of disequilibrium can mobilize others to break out of a rut, so increasing the level of comfort isn’t always preferred. Sometimes we need to increase the level of discomfort, and that can be done via the figurative thermostat.
How can someone raise the heat? It can be as simple as saying things that other won’t, such as naming the elephant in the room or offering a tough interpretation. It can be done by creating pressure through the assignment of timelines and responsibilities for the work ahead. One can name potential losses or competing values that are a factor in a challenge. Or one can disrupt norms by interrupting someone who won’t stop talking or using silence to give the work back to others.
We have numerous examples of Jesus disrupting norms in the Gospels. Although he was a calming presence for outcasts and those in need of comforting, he was not afraid to raise the heat on those who needed a different perspective. He overturned the tables of the temple moneychangers in Matthew 21. He pressured the rich young ruler to sell all his possessions and give to the poor in Mark 21. And I can’t count the number of times that He called the Pharisees hypocrites and rebuked their efforts to trap Him in violation of Old Testament laws. Jesus knew that in order to lead, he occasionally had to ruffle some feathers.
Raising the heat does not always requires words. A modern example is that of Rosa Parks refusing to give up her seat to a white passenger on a Montgomery bus in 1955, which served as a focal point for the civil rights movement. President Ronald Reagan said, “When you can’t make them see the light, make them feel the heat.” Let’s find opportunities to raise the heat, not for comfort, but to compel others to act and to make progress.
--Brent Yoder