If you like technology or have had to buy it for your business, you know there are two camps. Camp one: pay for a license to use the software and have the priviledge to leverage it for business gain. Camp 2: the world of open source software. There are pros and cons to both. Software choices can also be applied as a metaphor for styles of leadership.
There are those that “license” leadership. They keep information close and use it as a source of power and ultimately control. These leaders believe in traditional social mores in business. They see teaching as a job for a trainer, not a leader. Learning and knowledge are not “free” nor encouraged, unless it helps the employee make more widgets. Structure and process trump organizational speed and creativity. For a license leader things like salary, bonus, and other perks act as strings to be yanked to demand and expect high levels of performance. For the employee, performing for the license leader often requires a compromise on who they are and who they want to be. I have often heard they are corportate actors expected to perform in scripted corporate ways.
Now contrast this with my concept of “open source leadership”. The great thing about open source software is that the masses make it better – all that contribute own it. In most cases it is very equal for users and contributors. You can pay to use it or simply make it better. Innovation and problem solving can excel here. For an open source leader this means that you can have the “source code” as an employee. There are no secrets and information is always available; control and responsibility are given out to all. It means that as a leader you embrace that business is complex and the way to manage it is by getting all to be an equal part of the business. You really have the most control when you hand it out to your employees. When you give up contol, will the end result be exactly what you wanted? Probably not – which is most likely a good thing. New thinking, more folks involved, more eyes and ears paying attention are a benefit to everyone.
Now let’s lay out the truth – It is really, really hard to be an open source leader. It is hard to change just for the sake of change. There most be a compelling business reason, such as better results, more profit, more of something. Guess what – it will happen for you. Just not right away. And not every day. All Leaders have bumps in the road. It is how you smooth them out that really matters. And open source leadership is not for all. It is a challenge to trust and hand it out all of the time. It is amazingly hard to get the company communication thing “just right”.
It probably would not suprise you that my company utilizes open source software products. I was an early adopter as they say. I can tell you it is not perfect. Far from it. Just like any chosen leadership style. Yet for me it is the tool of choice. Fast, fair value, transparent, adaptive. Things I want to be as a leader everyday…
Chris’s blog provoked my thinking and I want to pose even broader questions about the world of work today. I am not sure that by simply identifying examples of forward thinking in action, without there also being a strategic object at organizational levels, can lead to the needed wisdom for sustained and productive organizational change. I think we need to examine the forces that are giving energy to these phenomena.
To make leadership everyone’s responsibility and thereby create the most productive and professionally satisfying organizations, it is imperative that there be clarity about the tidal wave of change that has been brought on by recent economic developments. This altered context requires rethinking about how the basic employer-employee agreement is understood and what impacts follow when “leadership as everyone’s responsibility” is now the norm.
It is suggested that when the economy recovers, things won’t return to normal in the workplace and instead it will defined by its “permanent crisis” state (Heifetz et al. “Leadership in (Permanent) Crisis”, Harvard Business Review June-July 2009)
To accept this paradigm means that organizational effectiveness is contingent upon everyone practicing both leadership and “followership”. Being a leader no longer describes a hierarchy of titles, but rather an intended dynamic interaction among all levels of staff to accomplish organizational goals. Leadership is influence at its best. Influence happens in “the space in-between” individuals and is reinforced, developed and recognized through organizational structures and systems.
It can be argued that individual expectations of the employment agreement often do not align, nor do they support, the behavior of individual leadership required to do “best practices, while establishing next practices” (Ibid). The rapid expansion of varied “employment” models (project work, contingency employment) and the rise of “encore careers” as an option for boomers and talent managers alike, contributes to an urgency to re-examine the assumptions that drive today’s major HR practices .
To understand the context of today’s world of work and the altered employer-employee agreement will drive organizational transformation to expect and require the demonstration of “leadership” by all employees and contractors.
Are organizations, HR professionals, managers and the workforce ready to recognize this reality and take incremental steps toward this new world of work?
Action without thought will be unproductive.
Bill Tietjen is a certified consulting associate with the Lee Hecht Harrison (LHH) Career Transition Practice of Greater Philadelphia and the Delaware Valley Region. In addition, Bill is a faculty member at the University of Pennsylvania, School of Social Policy & Practice and is a lecturer at Temple University’s Executive MBA Career Management Program and mentors the MBA students at Drexel University.
My mentor always said that Outside-In leadership involves letting others take a rest when they deserve it. That leading by example can mean letting your newest employee take off on Christmas Eve or skip a late shift on a Friday night, even if you have to step up as the leader and work in their place. We are all equal in importance, we all have value and as leaders, we want to send the right message. As a leader, we should be prepared to allow others the opportunity to go home when we would normally be the first in line.
During my college years, I worked in retail and my manager never worked Sundays. She always told us that once we put our time in and were leaders ourselves that we could set the schedule as we saw fit. Ironically, in order to maximize her weekend she also did not work late on Saturdays (and in many cases had that day off too). That logic seems funny – to leave the assistant managers and newest employees to manage the busiest and probably most profitable time in this business. What she did was not necessarily wrong but it did not earn her our trust or respect. We all knew it was on purpose and it only served to enforce that there was a pecking order and we knew where we stood. It hurt productivity and didn’t foster allegiance to a great company because we did not believe in our leader. We all eventually would leave and find other work.
What do most of us practice as we climb the ladder and achieve the status and the accolades that come with leadership? We take the time off that we want. Sure we work hard, even work around the clock. That is not unique, in fact, it is our job. Time is not something we ever have enough of and we feel like we have earned it. So we leave early on Fridays in the summer. We take two weeks off in a row, when most of our employees don’t even get that kind of time off in a whole year.
Please do not be offended by my point of view – I’m merely stating that leadership is about doing “right things” and in my estimation that means leading by example. Working and putting in your time during holidays and vacation season. Your people may not say anything – but they will see it and they will know you are acting in a way that aligns with your culture…
So do you have 50% of your staff in during heavy vacations? How is your customer service level?
Will your managers be at the office at 50%?
Are your rookies getting their time off?
Are your senior people always getting their first choice for time off?
Are you going to lead by example this summer?
If you read my blog through one of the many ways we distribute, you probably read my good friend Bill Tietjen’s comments about remote control leadership. Bill and I get together several times a year to “wax philosophical” on career systems and business models and what works in today’s fast paced, unique business climate.
To quote Bill, “Remote control leadership can (and should) be complemented by a “remote control followership” in which all parties demonstrate and refine the same set of principles that have been outlined.”
My challenge to all of us who engage in organizational/entrepreneurial endeavors – How do we make such a tidal wave shift to a culture where “leadership is EVERYONE’s responsibilty”?
Our first common belief is that traditional career systems are dead. We are all not going to work for one company and have one job. We will all have many, as many as seven or more different jobs over our work life times.
Secondly, that the old military style of organized business where information flows from the top through the chain of command out to the troops and from the troops back to the top is less appealing today. Frankly not productive at the employee level. This model is inflexible, slow, and not likely to generate innovation and or create an environment of extreme customer service. To many this is still a common notion today because many leaders and most employees don’t know how to change. For the employee, they probably need to find a culturally based company. There are a few and they are worth finding. For leaders?
Leaders have a real challenge. Leaders who are worth their salt got to where they are by working hard and leveraging their natural strengths and learned leadership behaviors. Chances are most leaders did not learn to start or run their company utilizing the skills and or techniques that create an Outside-In culture or customer centered environment. This is the organization that is relatively flat, all are empowered, and information is shared across the business.
Innovation and speed come from empowerment. It also comes from earned trust that leaders gain through daily investments in the natural reinforcement of organizational priorities and by leading through the cultural values established for the business. But how do you make leadership everyone’s job? Seems like a daunting task, but it has been done. Have you ever been to a Ritz Carlton? Ever bought a Gore-Tex jacket? These are two organizations that are beacons of hope for making leadership everyone’s job.
The most important thing to do first? Leaders embed culture! Without your commitment as a leader to give leadership out to all, it will always fall short. And this must be in your words and actions!
Remote control followership. How do you do it? Where have you seen it?
Did you ever try to sit and watch TV with your significant other? It requires a little patience and love. Most couples do not have the same interest in programming (or for how to enjoy watching seven channels simultaneously). I can watch the same movie over and over again if it is real favorite, and can start watching at whatever point in the movie I get there. Lets just say – that this does not work for my wife Kim!
The other day I found myself in the midst of a leadership meeting with a leader at CBI Group and I blurted out, “Be careful about being a remote control leader”. We were discussing goal setting, thinking through priorities and working on communication and messaging. Remote control leadership is when a leaders actions do not support their words and vice versa. It is when we flit and flutter all over the place, changing the priorities and agenda so frequently that it begins not to make sense to your staff.
We know we need to be nimble and flexible with our business. We want to be more customer centered and to look for our next product – one good idea becomes your future. Yet, to our employees, the process of holding on to where our company is going is riddled with side trips that make it hard to stick with and remember. So to avoid this, I created my Top 5 Failures in Remote Control Leadership. I hope it helps you and your thinking.
1. Leading by Reading. How many times have you gone on vacation or attended a seminar and announced at your next staff meeting that you were going to implement what you learned? ALL of us have done this. In fact, this first one is an easy stereotype of most leaders, both beginner and experienced!
2. Top 5 Priorities – Not Enough. I learned long ago that a company functions better when employees agree on priorities and know where to focus. For many years we have focused clearly on five per quarter. The logic is simple. Twenty people focused on five things is more productive than twenty people focused on their own lists of priorities. My learn? Opportunity knocks. A customer ask you to do something new. Someone wants you to buy their business. Key talent comes your way. How do you balance being entrepreneurial and opportunistic with being pragmatic and judicious with your limited resources?
3. Funding Too Many Ideas. I started my business with a willingness to back any good employee idea. I felt that for every 10, one or two might hit it big time. I am not talking about a change of coffee flavor in the break room. I am talking game changes – new services or new markets. I learned that you must vet these ideas and prioritize. Put a time line to them.
4. The Power of NOT Saying NO. For too many years I did not want to discourage my culture. I confused a culture of innovation and creativity with the balancing act of decent business planning and strategy. Remember, it is okay to say “not right now”. Or to ask how something fits into your short term and long term plans. You can always change plans if it makes sense.
5. Not Keeping Messages Simple. I read once that a leader defined their job as repeating simple messages all day long. I took the other route. Talked too much about too much. I have learned that really powerful visions are simple ones. They create emotional appeal because they can be felt and seen. They are repeated often and that repetition is key to helping employees internalize them and act upon them.
Thanks for the feedback, glad to hear you liked my speech at the New Castle County Chamber. As one favorite alumni said to me, I hear it was “from the heart”. Classic Chris; classic Outside-In. This is the ultimate compliment. I hope that everything I do is somehow different from what others do. This is why I care so deeply about Outside-In thinking versus traditional thinking.
Why not contrast every day business situations and compare our thinking to “normal business thinking”. Keep in mind I do not expect you to fully convert, rather consider it learning and good fodder when you are looking for ideas, innovation or that that little extra in your business.
1. Only senior employees can make important business decisions. Why not involve everyone? Autonomy and involvement breed innovation and engagement.
2. Companies should stick to a niche market or specialize to maximize profits and market share. An Outside-In company is driven by the customer. Markets can come and go depending on customer tastes and preferences. The key to success is the relationship to the customer.
3. Big business interest is in shareholder creation only. This may be true in many businesses, but what happened to the customer or employee point of view? In an Outside-In company, we try to balance the needs and wants of all constituents – employees, suppliers, customers and shareholders. This is a long term perspective versus quarter to quarter thinking.
The common themes that make sense to me all revolve around the customer. For small business I know this seems obvious. Trust me, it all depends on how you learned to run your business. Few get it from a coach who has been there before. There is so much to learn about running a business and its many facets that is not uncommon to forget completely about those that pay the bills and your salaries. That frustrating, challenging, elusive entity – THE CUSTOMER.
Drop me a line if your business could be more customer centered or if it needs “Outside-In glasses“.
Did you ever stop to think where you got the drive and initiative to start your company? To work for an entrepreneur? I recently had the opportunity to be a part of a Leadership Interview Series in Philadelphia, PA. This was my second time around with Herb Cohen, an angel investor and entrepreneur in his own right, who loves to ask questions of people that run and grow companies. What makes them tick? What prompted the entrepreneurial process?
The catch? I brought my dad, Alan Burkhard for a talk on multiple generations of entrepreneurs.
I had a paper route. When I was 14, I worked in a pizza shop. I worked 80 hours a week as a teenager moving furniture. I had a lot of early influences. The most influential was my Pop. Serial entrepreneur six, seven, eight times over, but who’s counting? As you will notice I was more of a side kick than the main attraction this go round.
The best part of listening to this is I get a constant reinforcement of the foundation of my early leadership education. The hallowed grounds for me. It is about starting a company that competes on culture. That has operating philosophies that focuses on the employee. That focus the business less on the product of the business and more on the customer experience around it. That wins by unleashing the inner talents of average employees, they embrace it and become extraordinarily productive.
I hope you enjoy.
By the way – we were invited back for round 2 soon. Maybe I will get to say a few more words!
Business getting better? Drop me a note. I am hearing from readers that the jobless recovery is starting to create some jobs. What do you see?
The video of my acceptance speech is up! Thank you again to everyone who has reached out to me over the last few weeks & offered their congratulations. It has truly been an honor to receive this award from the New Castle County Chamber of Commerce.
I espouse the virtues of encouraging the heart of each employee and asking them frequently what they have learned about the marketplace and their customers. Today this is even more paramount as leaders have such a limited supply of time. Leaders do not have the luxury of simply planning and strategizing any longer.
Leaders have had middle management and supervisory roles stripped out of their organizations to stay lean and lower costs. Also, because those roles were often not creating as much value as needed to exist in the business! The consequence is that leaders are doing and producing more. Sales Managers are selling. Operational Leaders are helping in more hands on way. Never has there been more of a need for Leaders to encourage staff to “think like owners” and to help you collaborate on simple and complex problems and opportunities in the business. Stripping out the layers is not enough!
This makes me think of a new television show, where CEOs of big organizations get out from behind the desk and go “experience” their organizations first hand by performing many difficult front line jobs. Many of the CEOs can’t meet the very performance standards they set. Perhaps more leaders should “get out from behind their desk” and lead and work side by side with their staff to find out what is really going on. And of course, to learn what they need to learn to make their organizations a better place for employees and customers alike.
What strikes me as funny is the reaction of the managers who have to hear the report from the Boss after he/she has been out in the field. It is a difficult thing to hear when you supported ideas that don’t work in the field and that leadership is difficult today. Sort of “Darned if you do” and you know the rest… Makes me think that these organizations have too many layers!
Have you asked for help from your staff today? You are producing and doing more. Are you leveraging your team for strategic input? Start that dialogue today!
Did you ever go to work and wonder why your company does something a certain way? Is it because that way was decided on long before you took over? Or is it human nature to simply want to please and not rock the boat? Are we doing the right things wrong? Imagine an office environment that encourages the challenging of the status quo. Find a better way! Did you determine that no one ever looks at that report that takes all day to do and you stopped the waste – fantastic! Did you ask why? Even better. We should do the right things right and create a culture that stomps out anything that does not create value. Doing right things means focus. Focus on everything – energy, resources, time, and money on doing activities that create results and lead to productivity. With all the time, energy, money spent on getting companies to make profit, why not look within first? What can you and your team do, simply by looking at the work you do and giving yourself and your team permission to decide what adds value to your customer. Stop doing everything else.
I propose that all of us, given permission (and time) would come to work tomorrow with a different perspective. Imagine if you could come to work with fresh eyes and look at every work project, every process, every thing you do and evaluate if it the right thing to be doing. Stop doing the wrong things perfectly. Embrace the cultural freedoms you have and take the risk and do it. If your leaders let you down and protect old ways, challenge them again. If that does not work go to your President. I guarantee if you share that you are concerned about helping the organization improve, speed up, be more productive or more profitable, that someone will appreciate the thinking.
Here are my top five ways to Do Right Things today where you work:
If you lead people ask them there opinion. What do we do around here that we should stop doing?
Set a meeting whose agenda is to identify “Things we do perfect that do not add customer value”. The next steps are obvious.
Recognize your team for making these suggestions.
Reward your team for making changes when you DO the RIGHT Things Right.
Go do the Right things right. Stop doing perfect work that does not matter or add value.
