What was I Thinking: “Re-Active” Thinking
Re-Active
While “In-active” people are frustrating and “Neg-active” people are exhausting, “Re-active” people are useful. Leaders need constructively “Re-active” people on their teams. They are problem-solvers and fire fighters; they perform triage. These are the people who jump into action, are at their best under pressure and excel when faced with a challenge. These folks are useful because they get things done and work out the glitches.
Many business and organizational leaders who have been internally promoted within their organization are “Re-active.” You see, if you are a problem solver and a fire fighter who “fixes things” for the organization, you get noticed. This notice typically comes in the form of more responsibility and promotion. While such people are useful, we also know that most individuals internally promoted within their organization tend to be reactive, and it is their reactive ability that gets them noticed and promoted. Sound good? Enter the “Peter Principle.”
The Peter Principle says that in business/organizations, people tend to be promoted to a level of incompetence (Laurence Peter and Raymond Hull, 1968). The Peter Principle holds that members of business/organizations are promoted so long as they work competently. Sooner or later, they are promoted to a position at which they are no longer competent. I would suggest that they do not suddenly become incompetent, but that their “thinking” becomes counter-productive as they move along the responsibility line of supervisor, manager, leader and executive.
How do “Re-active” people think? Some examples of “Re-active” thoughts are:
Responsive: Ready to respond
Emergency focused: Waiting for a problem to solve
Affected: Stimulated by problems
Compelled: Driven to resolve problems
Tied-up: Kept occupied and engaged in circumstances
Inflame: Excited by actions and feelings
Victimized: Controlled by external means
Enslaved: Burdened and controlled
The problem with “Re-active” thinking is that it operates in the past and under the control and influence of past circumstances. The very nature of reaction is response to a stimulus. That means the stimulus is in control. Problem solving, crisis management and conflict resolution are reactive activities. They cause one to respond to a stimulus, but effective people quickly move from a reactive stage to the initial stage of problem solving.
Effective, constructive leaders are “Pro-Active.” It is rooted in a way of thinking that promotes choices that drive constructive, effective decision-making and moves individuals, teams, departments in a positive, rational and optimistic direction. “Pro-Active” leaders facilitate the circumstances and environment that leads to constructive results.