The key to a successful organisation isn’t what you might expect.
Outstanding performance and outcomes in an organisation comes more often than not, down to the motivation and actions of the middle and frontline staff.
Surprised that success isn’t driven from the top down? Perhaps you’ve known all along that the real power lies with seemingly ordinary colleagues.
In a recent study of Blue Ocean Leadership by W. Chan Kim and Renee Mauborgne certain revelations were revealed.
Senior managers appear to spend most of their time on essentially middle-management activities while middle managers seemed to be absorbed in protecting bureaucratic procedures and frontline staff seemed to spend time on keeping their bosses happy.
Digging deeper revealed that ‘so-called leaders’ are often holding middle managers and front line staff back, rather than enabling them. The study asked for groups of employees to define the practices that will enable them to succeed. This is the reverse of what usually happens in most companies where the Executive Team defines leadership styles and processes and then cascades these down the organisation. Instead, from a bottom up perspective, employees defined the leadership roles and responsibilities.
The result is that the leadership teams in the survey reduced the acts and activities where they had previously invested their time and intelligence. The process made employees feel more deeply engaged with their leaders because they have greater ownership of what their leaders are doing.
If you’d like to read more about this work, have a look at this link: http://www.blueoceanstrategy.com/blue-ocean-leadership/
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