What if everything that used to work for your business no longer did?
The business challenge of this era for long established firms is much about escaping the powerful pull of the past. Approaches that worked so well for so long are rendered impotent by shifting technologies, new forms of competition armed with different business models and disruptive offerings, and by customers whose needs are changing as they struggle with the same macro challenges you are.
Historically, we built our organizations for efficiency and our leadership and management approaches reflected this purpose. We built tall organizations with distinct silos surrounded by moats and supported by the defenses of the silo executive. While the vestiges of those castles and moats still survive in many organizations, they (and their senior leaders) are increasingly out of place…out of context with the realities of the day. They are organizational and leadership anachronisms.
Adaptability is key, yet many leaders struggle to understand what to do to create it. Their words say “speed and agility,” but their measurements and compensation systems scream “efficiency.”
When cheerleading and half-baked attempts at styles that feel agile and adaptable fail, the poor outcomes are rationalized as reasons to revert to the old and “normal.” New investments in new markets that are held accountable to the same measures as the core business fail, because you cannot measure and manage new start-ups the same way as long established businesses in old markets. People and groups that operate with a well-baked set of logic about the business are leveraged to build a new set of logic. Failure is predictable. It is self-fulfilling.
Success in building the adaptable organization is the obligation, responsibility and requirement of leadership. It’s not 50% a leadership challenge or 80% a leadership challenge. It’s THE leadership challenge. Yet too many in leadership sit in wide-eyed wonder as the world changes and their business decays, decrying the failure of the team to adapt. They fiddle while their businesses burn. Success with this difficult dilemma requires senior leaders to re-think their points-of-view on everything, with emphasis on the role of the leader, the development of true teams and their viewpoint on navigating uncertainty and risk.
The nature of leadership hasn’t fundamentally changed, but the focus has and must. Today’s leader is demanding…of his/her team and of himself/herself, yet the focus is on forming and framing the environment for success. This leader exists to bring the team to life…and to allow team members to become their best…as individuals and as a group. This leader serves…more than commands.
Instead of efficiency, adaptability is the focal point. Learning to leverage new technologies…the weapons of business is essential. Enabling groups to sense and respond…to learn and refine…to experiment, fail and then succeed is the work of the leader. It’s about adaptability.
Risk and uncertainty are now invited to the party. Instead of resolving to the status quo in the face of uncertainty, there’s a need to run at the unknown and figure it out as you learn. Risk isn’t something to be avoided at all costs…it’s on your team and part of learning. Teams offer remarkable potential, yet we all know that mostly, they fail in our organizations, not because the concept is flawed, but because we are flawed in our structure, support and leadership of these teams. Moving beyond the lipservice most leaders give about teams to enabling true team development is essential.
Once again, Walt Kelly was right. “We have met the enemy and he is us.”
The Bottom-Line for Now: While we are bombarded with facts about the obvious…that things are different today in our world, we’re stubborn in our willingness to let go of dated thinking and obsolete approaches to leading and managing. It’s time for all of us to re-think how to reapply the tools of management and leadership to a world that isn’t going to revert to what used to work. Let’s get on with it leaders!
It can be a real challenge to try to fabricate fun, especially in a group workplace setting. I’m not going to claim to have the perfect answer to that, because I do think fun is much like romance: if you try to force it too much, it’s not going to happen. What you can do, though, is set the stage for it.
The specific attributes that leaders of color bring can be the key to unlocking great leadership — for everyone. To better understand the relationship between leadership and identity, the authors talked to 25 leaders of color across the social sector and drew on their client work. Their research identified several noteworthy assets that leaders of color bring to their organizations.
The mission of a CEO used to be fairly straightforward. Set the vision and strategy of your company and make sure the right people are in the right roles. Above all else, grow as fast and as big as you can. But as the world has changed, so have the demands of the CEO job— and the skills needed to succeed in it.