'Kill' the Leader
If a leader can't unplug for a few days, the leader and the organization probably haven't spent enough time or invested the resources necessary to develop the top team. It's time that we moved past dependence on unitary leadership from the very top and began to think of leadership as coordinated action and direction.
Leadership can and should be shared. Solid succession planning often means handing the reins to the next in charge and pulling yourself out of the daily rhythm of the business to allow others to lead. This not only provides valuable information regarding the capabilities of "Number Two," but also allows the chief executive to step back from daily operations to think, relax, plan, or get to know the kids on vacation.
Workaholism and micromanagement are contagious, start at the top of organizations, and trickle down. If the top leadership has difficulty stepping back to let others step up, this will become embedded in the culture top to bottom. Imagine an entire organization where deputies can't get the necessary leadership opportunities to develop.
In the military, we often "kill" the leader during training exercises to assess the development of the top team, evaluate clear communication of the mission and the readiness of the second in command to continue operations. If the unit can't continue its mission, the lessons learned are focused on pushing information down to the lowest level and preparing those in line to command.
Posted by: swmuva | August 11, 2009 12:10 PM
Report Offensive Comment
The comments to this entry are closed.