Note from Art: As I approach my 500th post here at Management Excellence in the next few weeks (that’s in the neighborhood of half-a-million words on management and leadership) my writing mood is shifting to one of, “let’s get this leadership thing right people.” The blueprint for effective leadership is not carefully guarded like the secret formula to Coca Cola. It’s on display for all of us to see and to apply. Why then are there so many exceptions? Read on for my wildly speculative and hopefully provocative thoughts.
Spend any amount of time reading or engaging with the many remarkable individuals that write, speak, teach and coach leaders, and you’re to be excused if you quickly conclude that we’re all in violent agreement with each other.
The principles behind what a reasonable person would agree represents effective leadership are practically universal truths that support an unarguable argument.
I’ll wager a month’s worth of coffee that if you asked everyone that you know to generate a list on what makes an effective leader, the output would be nearly identical. While preferences in styles might vary, (and there would certainly be differences across cultures,) core attributes and behaviors generally remain constant. The only differences will likely be due to memory lapses such as, “Oh, I forgot that one, but you’re right,” versus true differences of opinion.
So if this construct of an effective leader is so readily apparent, why is there a nearly endless supply of disgruntled workers capable of describing lousy leader horror stories to anyone that will listen? Importantly, why doesn’t this intuitive and common understanding of what an effective leader acts like manifest itself with more frequency in our workplaces?
3 Reasons Why We’re Still Raving About Lousy Leaders:
1. As humans and workers, perhaps we’re happy being miserable. While I would be saddened to adopt this viewpoint, it’s easy to see that “the boss” gives us something to work for and rail against and his/her actions and utterances serve as a source of bonding with peers.
Is it possible that we could work for someone with the presence of Washington or the authenticity of Lincoln or Gandhi and be unhappy? You bet! OK, that’s a bit sad, but there’s at least a kernel of truth in there somewhere.
Possible conclusion: we need to accept our own propensity to enjoy our misery. While it’s not as bad as being chased down by a sabre tooth tiger or consumed by the last remaining group of cannibals on the planet, the boss being a jerk gives us something to occupy our minds and mouths.
2. Humans are inherently preoccupied with their own survival and leading effectively requires one to sublimate that core drive. Hmmmm. Some good psychobabble here, but it’s worth thinking about. Good campfire fodder when the talk on “are we alone in the universe” runs out.
Possible conclusion: We’re screwed and all of this noble talk is wasting time that could be better spent lamenting our plight and beefing about the boss.
3. Perhaps the predominant management system in use in most of society is horribly flawed in terms of values, motivations, expectations and enabling structures. OK, I’m warming to this more than the “evil” or “predominantly miserable” theories expressed earlier.
Maybe, just maybe, we’ve not licked this management thing yet. Deming did us a great service in crying B.S. on the Deadly Diseases that he viewed in most organizations. And while his 1980’s view to the purity of the models adopted by Japanese companies may be a bit naïve, listen to the Great Doctor describe these 5 and tell me if they’re fixed in your organization yet. At least a cup of coffee that the real answer is no.
Possible conclusion: Fix the flipping management system. It’s time to move beyond the practices of the industrial revolution and build success, effective leadership and enabling systems into our approach. Oh yeah, and that values part is the foundation to build upon!
The Bottom-Line for Now:
I’ll opt for the fact that it’s time to move management forward and build the new systems around the emerging realities. If innovation, creativity, speed, ability to execute and adaptability are all table-stakes attributes of the new winning organization, then it’s time to move management forward and create systems that breed leaders at all levels and for all types of situations. Note to top leaders: ignore the need to breed and build people that will help you navigate this strange, fast and foreign new world at your own peril. It starts with you at the top creating the right foundation. And hint: the foundation is built upon meaningful, actionable values.
Your thoughts?
You are doing a great job here, Art. You content is consistent, valuable, and built around solid principles. One of my favorite business bloggers. Keep up the great work! Bret
Bret, thanks much for the kind words and encouragement. I’m honored, and of course the regard is mutual! Best, -Art
Okay – I feel the tugging at my soapbox as you touched on one of my favorite subjects – PAIN AND SUFFERING! Any adult human that does not have a solid foundation of values is in pain and is suffering – truth! You hit it on the money that values are missing in leadership and in the subordinates, if I may add. All poor leadership is due to not knowing thy self. The foundation of meaningful and actionable values you spoke about should be created when we are children under the guidance of well-balanced parents (how many of those do you know?), but instead what you see in the workforce is just a more sophisticated version of the “bratty and self-centered” child who operates under the guise of entitlement, survival and driven with a false sense of values – nasty formula!! So, where do you start? Do you start with the parents who didn’t manage to hand down the “good values” or do you reach the children? My vote is to start teaching values to the children – they are the hope of our future. They haven’t been tainted enough with pain and suffering. Advice? Start writing books for children!
Pat, thanks for placing accountability where it belongs systemically! -Art