My first leadership experience came when I arrived in Kenya in
1977 to be the general manager of the local subsidiary of a
multinational IT company.
Both the Kenyans who
reported to me and the Brits to whom I reported expected me to be the
proverbial “Big Man”, perceived as all-knowing, all-wise and
all-powerful.
And when I refused to buy into such an
impossible scenario, when I took time consulting with and developing the
newly-promoted management team around me, I was branded by my bosses as
“weak and indecisive”.
It was something I learned to
live with, knowing that my style meant that the staff felt more
respected, more empowered, more motivated – and hence more productive.
Dominant personalities anywhere tend to impose their will on
others. Never mind if their title and corresponding authority make it
possible for them to adopt a “do as I say” approach.
Yet
more so in these days of flat organisational pyramids and loose
networks, not to mention the nomadic tendencies of knowledge workers, it
is unlikely to get a leader very far.
The challenge
for such leaders is to graduate from being perpetual overloaded
decision-makers and dispensers of instructions to becoming spreaders of
positive influence.
OK, other than in the middle of a
crisis perhaps. You need a particular kind of strength to hold back from
micro-managing, and a boldness to trust others and to delegate to them.
This in turn presupposes an optimistic disposition
and a positive view of human nature. It was Douglas McGregor who in 1960
introduced his Theory X and Theory Y, where Theory X supports the view
that we humans are lazy and try to avoid work. Theory Y, meanwhile,
postulates that working comes naturally, and also that under suitable
conditions people do seek responsibility.
Each set of
assumptions leads us to a different view of how we can and should lead.
If we think people are intrinsically lazy then we must control them
firmly for work to get done.
Theory X also imagines
that most people prefer to be told what to do, and dislike taking risks
or assuming responsibility. So again, we must play the “stern parent” to
the “naughty child”.
Theory Y calls on us to provide inspiring visions and to focus on aligning individuals’ objectives with organisational ones.
If
this is present then they will feel free to use their imagination and
creativity to perform optimally. Adherents to Theory Y believe that
leading through supportive influence rather than controlling authority
is the path to take.
The way we lead is reflected in how we behave, and to grow our circle of influence we must be emotionally intelligent.
This
means that we must, as Stephen Covey told us, “seek first to
understand, then seek to be understood”, which in turn requires us to
ask questions rather than feel obliged always to provide answers, and to
be open listeners.
We
must lead by example and build win-win relationships with those around
us. We must be coaches and enablers of those we lead, appreciating that
the more they grow and the more trustworthy they become, the more we
free ourselves to focus on higher level strategic issues.
Such
cultures, where leaders create enabling environments for learning and
growth, should percolate throughout an organisation. So when we talk
about leaders and leadership we don’t only mean CEOs and directors.
Indeed
there are no exceptions to leading, as we should all exercise
reflective self-leadership, where the coach within acts as our positive
influencer.
In today’s world of rapid and uncertain change, no leader can afford to pose as “The Big Man”.
Contemporary
leadership requires men and women in positions of responsibility to
reassure those around them so they may cope with all the inconvenient
disruptions of this 21st century while fulfilling both their own goals
and those of the organisations where they work.
Leading
through influence is far less efficient than exercising top-down
authority. But unless one approaches leadership in this subtler style,
respect and loyalty will be eroded and for sure the outcome will be
unsustainable and ultimately self-defeating.
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