Are Leaders Conveying Common Practice OR Best Practice?

The president of a local association approached me after the presentation and asked, “Dave, would you like to see more best practice presentations like the one you just saw from ABC Company?”

I replied, “I don’t think ABC Company gave a best practice presentation. It was a common practice presentation.”

She wrinkled her brow, shook her head and shuffled away.

As I walked to my car that night, I wondered how often leaders confuse common practice (what many do) for best practice (what the best do). My experience is that it happens a lot. Do you ever see “experts” quote surveys as evidence to support their prescriptive point of view? In essence, they’re saying, “Here’s what all these people are doing. You should do it too.” Yet, just because something is prevalent (common) doesn’t mean it is predictive (the best way to do it).

Of course, surveys do have a place. They are a welcome flashlight in the dark forest. They illuminate what is around us. However, they seldom tell us which path is best. Think of common practices as descriptions of what people are doing, while best practices shine the light on those who are doing it well. Our leadership research attempts to do both.

Over the last four years, we have surveyed hundreds of transportation executives using our 360-leadership assessment. We identified those competencies in which these leaders scored the highest and lowest (i.e., common practices). These executives invited others to rate their competencies and their leadership effectiveness. We therefore were able to analyze which high-scoring competencies were associated with high leadership effectiveness scores. This gave us the insights regarding best practices.

Did you ever hear this as you were growing up…? “I don’t care if all your friends are doing it; if they all jumped off a cliff, would you do it too?” If so, that was an early warning about the dangers of following common practices – the herd mentality.

I invite you to be skeptical of those who report only what is common and then infer what is best – that you should “just do it” too. Distinguish what is common from what is best by asking them about the practices of those doing it well.

What has been your experience with common practices or best practices? Have you seen people confuse the two? Have there been any consequences?

Keep stretching when you’re pulled,

Dave

Dave Jensen helps leaders manage ambiguity, gain buy-in to any change, improve decision-making, and achieve difficult goals in today’s complex, competitive, and conflicting environment. For a FREE Chapter or to purchase his newly released groundbreaking book that helps executives and managers develop business-boosting skills, The Executive’s Paradox – How to Stretch When You’re Pulled by Opposing Demands, visit http://davejensenonleadership.com/