Thermometer or Thermostat

When it comes to leadership, are you a thermostat or a thermometer? This is the question that was posed to you during our Manager Meeting @ DAFB on 30 November.  It was a hot and uncomfortable room.  Information was shared most of which was not new but certainly not implemented at 100% throughout our organization.  New programs were introduced for implementation over the next several weeks.  We are the leaders.  We control the culture….or are we allowing our surroundings to control us?

A thermometer reflects the temperature of the environment. It simply reacts to what’s happening around it.  If the temperature is hot, it tells you so.  If it’s cold, the thermometer reflects that reality as well.  It’s a dumb instrument in the sense it doesn’t contain intelligent, multipurpose functionality.  It has one purpose and one purpose only.

A thermostat, on the other hand, regulates the environment.  It sets the desired temperature of the room and actively works to maintain it within a given range.  If the temperature rises above the goal, the thermostat signals the air conditioner to crank up and cool the room down.  If the temperature falls below the goal, the thermostat causes the heater to turn on to warm the room up.  The thermostat is intelligent in the sense it’s always monitoring the environment, and if the temperature gets too hot or cold, it decides what to do to correct the situation.

Thermometer leaders react to their surroundings.  When the tension gets high and people are on edge, these leaders are often seen losing their cool.  They become irritable, harsh, demanding, critical, impatient, and maybe even lose their temper and yell or curse.  Thermometer leadership doesn’t inspire trust and commitment with people, it erodes it.

Thermostat leaders, however, constantly have a pulse on the morale, productivity, stress level, and environmental conditions of their team.  When the temperature gets hot because the team is under pressure of a heavy workload, resources are scarce, or pending deadlines are causing stress, they cool things off by acting as the calming influence with the team.  They take time to listen to the concerns of their team members and provide the necessary direction and support that’s needed to help the team achieve its goals.  Thermostat leaders also alleviate pressure on their team by mixing in some lighthearted fun at opportune times.

Likewise, when work is slow and people are prone to just go through the motions, thermostat leaders get their teams refocused on the vision, purpose, and goals of the team.  Because they are actively monitoring the environment of their teams, they know when the team needs to be challenged with new goals and priorities, or when they just need a friendly kick in the pants to stay focused on their current initiatives.

Thermostat leaders build trust and confidence with their followers, whereas thermometer leaders erode trust.  When times get wild and crazy, people want to see their leaders react with calm, focused, and determined leadership.  They want them to set the tone for how the team should react during tough times and navigate the rough seas ahead.  That’s a tough challenge for leaders because they are team members themselves and are subject to the same, and often-times more and different, stressors of those experienced by the team.

So, how would you respond to this question? Are you a thermometer or thermostat leader?  Do you merely react to what is happening around you, or do you have some kind of impact on it? Are you changing the culture, or is the culture changing you?