You’ve probably seen a device that’s part art and part science. It’s a metal frame with five metal balls hanging in a line from strings. You pull the sphere on one end and let it fall against the others, and miraculously, the sphere at the opposite end moves, while the middle three are stationary. The device is called Newton’s Cradle[1], and it illustrates a number of physics principles like the conservation of momentum, elastic objects, weights and mass and transference. In other words, Newton’s Cradle is a lesson in action and reaction.
We all know the physics lesson: “For every action, there is an equal and opposite reaction.” Often we apply this not only to the physical world, but to leadership, decision-making and management. To some extend this is true, but in other ways the mental world does not mirror the physical. More accurately we might say, “Every circumstance requires us to either act, react, or do nothing.” Situations, circumstances and crises arise in life and work that require you to act, or react. It’s important to know the difference between the two, and how to effectively do both.
Being proactive is to create or control a situation by causing something to occur. This happens before the situation becomes unmanageable. The Department of Defense actually spends most of its time practicing offense. Recently the current administration renamed the organization to the Department of War.[2] The announcement read, “The name 'Department of War' conveys a stronger message of readiness and resolve compared to 'Department of Defense,' which emphasizes only defensive capabilities.” The idea was that much of the success of the military has to do with being proactive (war) versus reactive (defense).
A proactive person can take initiative when appropriate and prepare for or influence future events. Can you anticipate potential problems or needs and take steps to address them in advance? A proactive person doesn’t wait for something to happen. Generally you can act in accordance to what you know. Being proactive means being knowledgeable, having good self- and situational-awareness. An isolated person, who has few relationships and interactions each day with others, will find it difficult to gain enough awareness to be proactive. The Apostle Paul wrote on this philosophy in his letter to the church at Philippi: “I press on toward the goal for the prize of the upward call of God in Christ Jesus” (Philippians 3:14). The idea of pressing on toward the goal is proactive. He’s not waiting to react to something; he’s advancing and acting toward his spiritual goal. To be proactive, a leader must:
Plan ahead, so that he anticipates future events and circumstances.
Take initiative, looking for opportunities to advance his cause and then acting on them.
Set clear goals, so that he knows what actions will benefit him and his cause.
Prioritize tasks, in order to understand where to engage with his time and energy.
Take ownership, knowing his actions are his own and for a specific purpose.
Being reactive. Often coaches and mentors speak of being proactive as a positive leadership characteristic. This does not mean, however, that being reactive is implicitly negative. Every person in a position of leadership or authority will find themselves reacting from time to time, as one cannot know all circumstances, and crises often present themselves unexpectedly. A reactive person tends to be emotional or impulsive to circumstances, often based on past experiences or feelings. The key to reacting well is to maintain composure and give logical versus emotional consideration.
In medicine, triage is the process of prioritizing patients or tasks based on urgency and need, ensuring the most critical areas are addressed first. You’ll see this in any emergency room. Come in with a cut or a bruise, and you’ll likely wait a while. Come in with chest pain, and you’ll be immediately whisked back to a gurney. Your airway and heartbeat are checked. After all, you can’t stay alive if you are not breathing and pumping blood. Triage is effective reaction—identifying what is most important in a given crisis and doing those tasks first.
The Apostle Paul in the same letter to Philippi, also writes of a reactive mindset: “Do nothing from selfish ambition or conceit, but in humility count others more significant than yourselves. Let each of you look not only to his own interests, but also to the interests of others” (Philippians 2:2-4). This is the benefit of being reactive—being able to set aside one’s own goals and priorities and consider others instead. To be successfully reactive, a leader must:
Remain calm, so that emotion—especially anger—doesn’t drive a decision.
Be adaptable, remaining open to several options as he determines the best course.
Focus on the win, thinking about how being an issue to closure, versus just getting to the next step.
Ask questions, to take in additional information that might be vital to the situation.
Take ownership, knowing his actions are his own and for a specific purpose.
The third option. A leader may have a third option beyond being active or reactive, and that is to do nothing. But that really isn’t an option, because in practice it is a failure of leadership. It demonstrates neither a proactive or reactive mind. The Bible speaks of this “lukewarm” behavior as something Jesus would spit from His mouth (Revelation 3:15-16). Indeed most of what God commands in Scripture are specific actions or reactions, not inaction.
Consider the words of King Solomon: “Rescue those being led away to death; hold back those staggering toward slaughter. If you say, ‘But we knew nothing about this,’ does not he who weighs the heart perceive it? Does not he who guards your life know it? Will he not repay everyone according to what they have done?” (Proverbs 24:11-12). The signal from Scripture is clear—do something! Don’t just sit on the sideline saying, “I was unaware.” True leadership requires action or reaction. Sometimes we may “wait on the Lord”, but even that is a considered approach that requires attention and intent.
The best mind for the leader is to be both active and reactive, taking on the characteristics of each and booking both ahead and behind. Remember, a car has a forward windshield and rearview mirrors—when a leader is on the road of life and work he has to be able to function in both directions. Be both active and reactive, depending on the circumstance.
We all know the physics lesson: “For every action, there is an equal and opposite reaction.” Often we apply this not only to the physical world, but to leadership, decision-making and management.