In today's world, we assume that leadership is simply the person in charge. This usually means that when something goes wrong or help is needed, the "leader" then is called to step in and "fix" the problem.
But that cannot be further from the truth.
Leadership is not about "fixing" anything. Fixing something is the job of an expert, or a "technician" if you will. A computer problem requires an IT professional or other expert to fix the issue. A legal document that needs to be drafted requires a lawyer and/or paralegal to draft it. A sprained wrist requires a doctor to diagnose the injury. Those are fixes that are technical in nature. Leadership requires more than just a "fix".
Instead, leadership requires progress.
Leadership issues come from the heart and gut. People skills are required to tackle leadership challenges - and as we all know, people are complicated creatures! Progress is the goal when it comes to people, as the human experience rarely (if ever) involves resolutions that are technical and quick to fix.
A computer may be fixed by an IT professional, but it will take progress to work with the employee who maxes out their computer's power each day when working long hours for their demanding job. A legal document may be drafted by a legal professional to dissolve a business partnership, but it will require progress for the former business partners to come to an equitable agreement on how to appropriately dissolve the company's assets. A doctor may be able to diagnose a wrist sprain, but it will take progress to convince the tennis-obsessed injured athlete to stop playing for 6-8 weeks.
Progress is the way in which leadership is measured. Trying to "fix" a leadership challenge within your organization - be it an individual, group, or systemic problem - will most likely lead to disappointment and frustration. This is because the expectations were misaligned from the beginning. Rather, expectations of progress on leadership challenges put you and your organization in the right frame of mind to tackle even the toughest of challenges.
If two key employees on your team are constantly at odds with each other, then it would make sense to expect progress over time. After all, it is highly unlikely one quick "fix" of a conversation will resolve the issue. As a leader you really cannot demand that they work better together from your position of authority, as you have limited leverage to back this this. More importantly, it is likely that this approach will not produce the desired outcome, as it may lead to resentment and superficial cooperation versus true collaboration and team-work you would want from your key employees. Therefore, it will require progress.
What does progress look like in this scenario? Maybe it looks like taking each of them to lunch or coffee to discuss what the true underlying issue at hand is. Maybe it looks like asking some tough questions of yourself or the organization, asking what is your/its part of the mess? Maybe it looks like taking the temperature of the situation, and seeing just how hot or cold the issue is before determining what interventions are necessary to invoke a change. Maybe it looks like, after all the fact finding and forming multiple interpretations, inviting both parties into a room to mediate the issues at hand. Maybe it looks like having multiple meetings - both individually and together - to see what progress has been made and how to continue to make progress.
Progress takes on many forms when it comes to leadership challenges. But unlike a "fix", progress is not quick and easy. Progress does not require technical expertise. Instead, progress requires curiosity. Progress requires risk, for leaders to stick their neck out to help move forward on a challenge. But most important, progress can be made by anyone, anywhere, anytime - therefore it requires you to start acting and ultimately inspiring others to act as well.
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