According to the common statement, the only thing
that remains constant is change. Change is all around us and affects all
portions of our lives. Strategies in an organization are no exception and
should be expected to be altered. But where are these solutions and changes
generated in the organization? In reference to business strategy, Obolensky
(2014) asked: “Of the 100 percent of the solutions that actually make specific
changes happen on the ground to get positive results, what percentage of
solutions do you think originally came from/ are first thought at the top?” (p.
35). What would be your guess in relation to your organization? Do you think
you and your “leader” would agree on the percentage?
As I contemplated this thought provoking question,
my first thought was that the top must come up with most of the significant
solutions that guide strategy. But then I had a debate with my pre-leadership
student self and adjusted my answer. One thing I have learned throughout the
journey in this program is that the false idea I had about leadership does not
exist. The leadership program has taught me that leaders do not have to come
from the top, they can come from anywhere in the organization. My final answer was that the solutions that
influence strategy were probably divided equally between the three groups
(thirty-three percent each).
So, where do
the solutions come from? Believe it or
not, more than sixty percent of the solutions come from the bottom of an
organization, and the top portion of the organization produces less than ten
percent of the solutions! I bet not many people would have guessed that. So, it
is evident that the thought about where leadership and ideas come from must
change.
The general notion is that leaders create solutions
because they are leaders and part of their job description is to correct the
problems that occur in the organization. But, according to Obolensky (2014)
leaders are beginning to change their thought process about solutions. One CEO,
when faced with this question, answered that zero percent of solutions come
from upper management. “We all understand it is not our job any longer”
(Obolensky, 2014, p.36). According to Watkins (2012), leaders must begin to
focus less on solving problems and begin to determine the problems the
organization should be addressing.
Another reason the percentage at the top is
dwindling is the changing of some organizational structures. There are some
companies that are throwing away the playbook that says that a successful
company must be a hierarchy. According
to Denning (2014), three companies who have broken away from the traditional
structure and remained successful are Morningstar, Southwest, and Zappos. These
three companies cut managers down to a minimal. No managers? How were they able
to remain successful? More decisions, ideas, and solutions being made at the
lower levels of the organization.
With more and more research being done on leadership
and the structure of organizations, some companies are beginning to understand
that the opinions of the employees on the bottom of the totem pole do have
worth. Being a member of the bottom of the totem pole club, I believe the
individuals who are more hands on with the work can provide valuable solutions
and ideas. In retail, these employees are closer to the customer and know what they
desire. Hamel (2011) stated that the most powerful managers, who are furthest
away from the daily activities, tend to have the worst solutions.
I also believe that as members of the Millennials
and Gen Z begin to infiltrate the workforce, the dynamics of leadership will
continue to change. Millennials and Gen Z grew up win a world where nearly all
information was quickly available. With the advent of the internet and
smartphones, driven individuals had an opportunity for infinite knowledge. So,
they have access to more ideas and are not used to waiting for others to come
up with a solution. If they are determined, they will find a solution on their
own, without the help of their leader or manager.
I would have to say my organization is like a child
trying to pick out their toy at the store. They cannot make up their mind about
the dynamics of leadership. I want to say that we are a company that is
altering the traditional leadership role. Employee ideas are welcomed in my
department. The Vice President allows for antiquated processes to be revamped.
She also frequently asks our opinions in the monthly staff meeting, so in that aspect,
I feel like we are moving away from the typical leadership cycle. But, the
organization and department still operate under a traditional hierarchal silo
and the culture that goes along with the silo is strong.
The managers are under the impression that they must
know everything and fear that relinquishing any power or knowledge will make
them a worse manager. When in reality, leadership would become greater if they
were able to surrender knowledge and power. The greatest leader is not the
person who knows everything about the goal; they are the individual who best
knows how to help the team accomplish the goal.
The followers at my organization can also help to
change the leadership culture. Followers must learn that they too are capable
of creating changes and should speak up when they believe they have the
solutions. According to Bielaszka-DuVernay (2009), individuals can offer thoughtful
suggestions for improvement simply by providing honest feedback.
I believe my organization will have to begin
creating a new culture for a shift in leadership to fully occur. Because I do
not see the organization flattening anytime soon, followers will need to begin
to provide more feedback and suggestions and managers will need to release
power and allow for suggestions from the bottom to rise up. They could be
surprised how helpful the ideas of the followers could be.
References
Bielaszka-DuVernay, C. (2014). How
to lead when you're not the boss. Retrieved from https://hbr.org/2009/02/how-to-lead-when-youre-not-the
Denning, S. (2014). No managers? No hierarchy? No way! Retrieved from http://www.forbes.com/sites/stevedenning/2014/04/18/no-managers-no-hierarchy-no-way/#3a95362728f9
Hamel, G. (2011). First, let's fire all
the managers. Retrieved from https://hbr.org/2011/12/first-lets-fire-all-the-managers
Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty (2nd ed.). Gower.
Watkins, M. (2012). How managers become
leaders. Retrieved from https://hbr.org/2012/06/how-managers-become-leaders
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