In small companies, everyone is a leader. People have direct access to the Source - the primal purpose of the company. Oftentimes, they were among the initial cohort that founded the company, or were hired as the first after co-founders. In such an environment, it is natural to be driven by purpose and play multiple roles. Thus, it is natural for everyone to be a leader and participate in the organic dynamics of peer leadership and situational leadership, stepping in and out of this role based on skills and interests. I call this leadership dynamic, an organic leadership.
This is by far my favorite environment, which mimics life dynamics very closely. Notice that in our lives we play multiple roles, e.g., fathers or mothers, husbands or wives, shoppers, chiefs, renovators, taxi drivers for kids, romantic lovers, etc. Also notice how we share the leadership role with our partners, neighbors, and local communities.
What about leadership in big companies, a.k.a. leadership at scale? To some extent, big companies can copy the blessed dynamics of organic leadership from their smaller cousins. The divide & conquer principle is a mechanism to achieve this via tribalization and delegation.
As long as big companies understand the natural beauty of organic leadership, and would like to copy the dynamics, there are limits to this copying. The vertical structure is a clear limitation. As long as organic leadership can blossom on a single level of an organizational structure, it is difficult to replicate it across levels. Leadership at scale enforces intentional leadership - senior managers need to assume they will not be able to interact with every individual and every team directly. The techniques and tools of communication need to take this landscape characteristic into account.
Hierarchy and structure introduce containerization and divisions, which define boundaries for organic leadership. The further up the hierarchy we take into account, the more pressure and ego are at play, and the more individuals are expected to impose their will and control to deliver the results expected by shareholders. Inevitable division between the powerful and the powerless starts to play a dominant role in defining the style of leadership.
In parallel, as another limitation of structuring, big organizations are simply addicted to imposing strict and narrow roles & responsibilities, fixing the scope of their expectations of individual contributors to be experts in one or few disciplines. This is already visible during recruitment processes, which are usually focused on hiring individuals possessing specialist skills ready to be exploited here and now. A talent-oriented approach to hiring is, in my experience, a myth. Conformance to the existing culture and leadership style is oftentimes a non-verbalized requirement.
All the circumstances above act as filters that narrow down and weaken the will and opportunities for individuals to use their organic leadership.
Accepting, for the sake of this discussion, that these aspects exist as a part of the reality of big companies, the question about the role of leadership in big companies remains relevant. Senior leadership teams still have a key role to play. It is a part of their responsibility towards each single individual who spends their irreversible time trying to contribute to a company.
In my opinion, the key role of leadership at scale is to tell a compelling story. A story of why it is important that we are all here and of what it enables in the future. The compelling story opens up and enables employees to build their identity as employees of a particular company.
Identity is one of the highest levels of the Dilts neurological levels model.
Employees driven by their identity are attracted to the goals of a company with unmatched strength. They are able to go through daily burdens and systemic crises much easier. In fact, to some extent, they are liberated from focusing on what’s not working and focusing on what needs to be done. Such reframing makes their lives easier and makes them see the meaningful goal and not the obstacles. The story enables them to grow.
Identity bonds individuals with organizations, makes it easier to socialize, to feel needed, and, in the end, to contribute. Identity is born of a compelling story provided by a leadership team. If you are a leader, start your day contemplating what story you offer to the people you lead. How do you express the story, and most importantly, how do you live this story?
The task seems simple, yet it gets obscured easily without proper attention, reflection, and action. Maintaining your ability to be consistent and persistent in sticking to the story you share requires a dedicated effort. Make sure you devote proportionally relevant time to this task individually. Make sure you devote proportionally significant time to this task as a leadership team. Invite HR people into this conversation. Make it a habit. Etc, etc. I am sure you can handle the how and have plenty of your own ideas by now.
As an executive coach or advisor, make sure to prioritize maintaining the leadership story on the leader’s agenda. It has a higher chance of paying off in the long-term than many of operational activities you need to support, like performance optimization, urgent interventions, crises management, etc. Establishing the mechanism propelling a compelling story will make your work more fulfilling, not to mention - easier. I argue that a compelling story is a necessary condition in the journey of creating a healthy organization.
Photo by Michał Parzuchowski on Unsplash
This article was also published on my LinkedIn page.
