We live in a world where leadership is essential but in short supply. And, says Gary Hamel, once named the “world’s most influential business thinker” and a professor at the London Business School, hierarchies get in the way.Regrettably, organizations and communities are not well served by pyramids. It’s because there is a lot of energy and competition spent managing up rather than collaborating.
Stalls & Lags Are Costly
In our complex world, change is constant and competition is ferocious. But, Hamel says, progress is often belated, infrequent, stalled or convulsive. Structures and cultures that rely on just a few individuals in a hierarchy take a long time to recognize both problems and opportunities. The scale of those problems and opportunities has to become huge before they secure any attention. Unfortunately, too late is often the same as failing. Concentrating lots of authority in a top few is problematic.
What minimizes the structural constipation? Build a culture that that supports those who add value, not competition for a “top spot.” In other words, create and incent a culture that rewards merit, competence, and accountability. These are fundamental features of a performance system in contrast to a political system. A performance system seeks progress; a political system seeks control. Intentionally pushing authority and responsibility down can distribute it more broadly.
- Give people leadership skills that let them get things done – even when they don’t have formal, positional authority.
- Train people to make the right kind of choices and hold them accountable for their choices.
- Shorten the feedback cycle between decisions and rewards.
- Seek peer-based feedback on what people really know and do.
These actions can grow our leadership capital. As challenges grow and persist, our organizations and communities desperately need more, better leaders – fast.
-Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: www.pwkinc.com