Have you ever been professionally unreasonable?

Friends,

Have you ever heard the term “being professionally unreasonable”?

What does it mean for a leader to be professionally unreasonable with his team or one or more team members?

I’d like to first say what it doesn’t mean.

According to me, being professionally unreasonable does not mean making unreasonable demands on your team at all times, as a bad habit or unprofessional conduct.

To be professionally unreasonable is to ask of his team something which may appear to be unreasonable, very difficult, almost impossible, but given the circumstances, necessary for the leader to make that unreasonable demand.

Have you heard some leaders tell their teams:

“I do not know how you will solve this, but I want you to solve it”

“You find the resources, but I want you to fix this. I know this is difficult, but we have no choice”

“We have to make this turn around”

Now, why is it important for a leader to have the ability to be professionally unreasonable?

In a world of never-ending chaos and crisis, constant shortage of resources and disruptive competitive and environmental pressures, to believe that things can get done at all times without any pain or difficulty or brief personal inconveniences is unrealistic.

In fact, arising out of being professionally unreasonable are great stories that teams share about how they overcame some extremely difficult circumstances to deliver astonishing results. These become the folklore.

So, what is professional about being unreasonable?.

Given all the time, support and resources and lack of pressure one would have had no difficulty in fulfilling it. The ask itself is professional.

It is not an everyday habit.

It is done in the interest of overcoming a difficult situation for the team or the organization or in the interest of customers or for survival.

It is done in a manner that was respectful

It is followed with an offer to lead from the front and not abandon the team to fend for themselves

It is coming from a leader who has to his or her credit an equal number of stories of having stood by the team in their moments of difficulty

The ability to be professionally unreasonable on occasion is a sign of emotional and professional courage – a test for one’s true character.

I find this especially important to cultivate for those leaders who have a need to be popular, a need to be liked, who have a difficulty in taking a firm stand or be demanding of performance when needed.

It is also important because “hardship” is hugely developmental.

Therefore, the question I would like to ask is,

“Have you worked with leaders and managers who have been professionally unreasonable? What have you learned from it”?

“Have you had occasions when you have been professionally unreasonable and has it worked for you”?

“What do you think about being professionally unreasonable”?