Light and Shadow

I recall a letter that Napoleon Bonaparte sent to one of his officers who, during peacetime, was going to reconnoiter the towns on the eastern side of the Rhine.

The letter was an excellent demonstration of clarity. Napoleon would note not just what he wanted the officer to do, but also what he did not want. For example, he said the officer should not take a boat down the river but instead should make the trip on horseback, making careful note of the terrain. He cautioned the officer to get a sense not just of military strength, but also of the caliber of the local municipal governments.

By the time you get to the end of the letter, you have a clear picture of what was desired. Napoleon used Light (do this) and Shadow (don’t do that) to paint a vivid picture of the assignment.

A less dramatic example of Light and Shadow is where an executive is told to use some new management techniques to turn around a foundering department (Light) but is also cautioned to avoid taking punitive actions that will foster divisiveness and spark union problems (Shadow).

I’ve found that many leaders neglect the Shadow part of communication. As a result, their instructions are missing a crucial description of the boundaries. Their picture is incomplete because the recipient does not have a sense of what should be avoided. The result can be a lack of balance.

My coaching clients have invariably told me that whenever they are told what is not wanted, that is far more informative than a simply stated goal or desire. In essence, the individual giving the assignment provides balance by walking the other person through the project. The person can see the positives (the Light) and the possible pitfalls (the Shadow).

I have noticed a variation when groups make decisions. People often worry about dissent and divisions when the greater danger may stem from superficial unity and hasty agreement. As Visa International founder Dee Hock once observed, “The intended consequences may or may not happen; the unintended consequences always do.”

That’s why after starting with the Light and discussing how a proposed course of action may produce a desired result, it is equally important to bring in the Shadow by discussing possible risks and what needs to be avoided.

The wise medical maxim of “First, do no harm” has a clear link to Shadow’s “Consider the danger zones.” The maxim doesn’t simply start with “Heal the patient.” Instead, it begins with the reminder that the healer also has the capacity to harm.

George Bernard Shaw noted that “The single biggest problem in communication is the illusion that it has taken place.” Too often, the communication is regarded as a mere path to a goal rather than an important destination unto itself. If possible, it should not be rushed. Taking extra time to clarify, answer questions, and hear what the other person believes should and should not be done is crucial.

The Light and Shadow approach can be employed not only in the substance of the discussions but also in the process itself. Using interim deadlines helps to surface any misunderstandings early on in the assignment. Such reviews recognize that the demands of various assignments have a habit of being neglected, misunderstood, or in need of modification.

Giving people special titles (“Carlos will be the Chief Project Coordinator and Marilyn will be the Liaison with the governmental agencies.”) can add needed clout while avoiding territorial disputes. They address both Light and Shadow.

Responsibilities are a blend of poetry and prose. What you do is the prose and how you do it is the poetry. Communicating with Light and Shadow – do this, don’t do that – is an opportunity to clarify the mission and increase effectiveness.