The worlds first management style was defined by the military institution.   Decisions were made at the top, information cascaded down throughout the ranks, and everyone is trained to know how to respond to those orders.  It was tough for information to flow back to the top however.  During times of crisis it is a good thing for all to know their role and to clearly know who will make the critical decisions for the organization right?  Well for business I am not so sure.  During difficult times we all appreciate a leader that will make the tough decisions.  That is when real leadership can be the most lonely right?  You are doing your job some days and your board, employees and other stake holders probably will not agree with some of the decision you must make. Everyone has their interest and their lens that gets applied to your decisions.
 
Business moves at a blistering pace. We know the story. The world is global and your customers and competition might not be across town anymore.  Technology has changed who has information and when and were they can access it. The decisions that must be made can be biased by an ever increasing flood of possible information. There is just so much today and it never stops. This knowledge-based economy requires different leadership. Why not Intrapreneurial leadership? How about giving staff the authority and the knowledge they need to help make the business better? Why not ask for help from those that are closer to the problem.
 
Intrapreneurial Leadership requires you to gave away authority. To push out decision making.  To give people access to the same information. Treat everyone as an equal and to have the fundamental belief that some employees want to feel like entrepreneurs. They may not want to risk their house like one; yet they understand and see how great it can be to work in an entrepreneurial environment.  Who would not want less red tape? More responsibility if they knew they could actually do something with it.  And great opportunities to make a difference? Over and over again in surveys to managers we think that staff wants money and benefits. Truth is even in this tough economy we all want a voice. We want to trust and know we make a difference. And that we will be listened to. And communicated with. We want to be treated as people. And we want the truth. Give someone more than they expect and they will do anything for the business. Give them less, well you end up without trust.
 
So this sounds hard? Not in small ways. Recently I was working with a customer on defining their organizational values. The management team was in on the project and they did their best to help the President complete the task. On a suggestion we asked a few front line staff to participate and we got a terrific result. The staff was honored to be apart of it. And ultimately their involvement contributed to completing the project!
 
We all know what is great about the small business experience. Employees are not a number. There is less bureaucracy. There are fewer rules and regulations. The business feels more pure. The goals of the company are very customer oriented. The business exists to serve the customer. There are less “artificial limits” created by the politics, internal agendas, and communication breakdowns to get in the way.
 
And as a leader it requires a special person to change. What got you here worked, right? Why change now?  Maybe your organization could be more productive?
 
Here are some suggestions on simple ways you can implement the basics of intra-preneurial leadership:

1. Get your staff involved in a project that breaks down title barriers or department silos.
2. Ask for help.
3. As more questions than the answers you might provide.
4. Get rid of titles and job descriptions for internal purposes.
5. Meet with staff on a regular basis. Ask how you are doing and what can make their job better.
6. Treat everyone equally.