Times Change – How About Leaders?
Mike Muetzel
Lets just say we have been around working with Leadership Groups and Executive Teams for a long time and leave it at that. The current environment is far tougher than we have ever experienced. Even the most daring, brazen leaders we have had the honor of working with are now keeping their heads out of the line of fire. Things are really tough out there, really, really tough.
The markets are radically different than even five years ago. Things have really changed. Even now we no longer here clichés such as “ It is not a problem, but an opportunity.” We no longer hear, “When the going gets tough…” And so on.
But as serious observers of Leaderships Styles and Paradigms, we truly wonder if it is not potentially a unique catalyst that will change the face of organizational leadership. Many leaders seemed to buy into the evolution of Collin’s Model of a Level IV Leader, yet cultures ultimately remained the same. We all bought into “If it ain’t broke don’t fix it…” But it sure seems to be broken now.
What will the reaction of Organizational and Corporate Leaders be now? How will they react? This is probably going to generate a less than positive reaction from you, but we see Leaders and their Styles of Leadership in three distinct categories.
First Traditional Leadership Styles
The steadfast Traditional Leaders will remain committed to the successful ways of the past. “Hands On” as defined by “The ‘devil’ is in the details,” or “Cut/Slash expenses even more,” regardless of the effect on employee engagement, morale, or at the very least levels resulting declines in service both internally as well as externally. Increased discipline will stay the course. Autocratic and firm management styles will breed success; it has always worked in the past. Key words – in the past.
Second, Traditional Leaders Who Recognize Change in Leadership is Eminent, But ...
The second style of Leadership Paradigms are those that realize a change is eminent and on the horizon. The employees, trust and loyalty, commitment from both clients as well as employees are eroding to the point we do not know who to trust. We have to give this category of Leaders credit, they recognize that things will change; they are just not sure how to make it happen. “If I see one more article on “Change Management” I am going to scream.”
They recognize that traditional styles and traditional cultures inhibit their ability to get out on the “Edge” for new ideas, new markets, new efficiencies, new solutions, and new cultures… They recognize that there is power in employee equity in potential solutions; they are simply not sure how to tap in without sacrificing control. And control is paramount in tough times. Right?
And perhaps the most difficult change for them is the lack of a specific ‘system’ or metric to facilitate these types of internal cultural changes. After all, if we can’t measure it…do not do it. Sound like Grad School revisited? Moreover, our observation is that even if they have started to develop a culture to maximize the potential innovative power of employees (because it most definitely different), in times of extreme pressure and stress, without even realizing it, they subconsciously resort back to the Traditional Style by every definition. And the issues of Trust are significantly diluted with the same internal base they worked so hard to mobilize, energize and engage.
The ultimate question for this category of Leadership, “Can they change, even if they want to?” Are they really even capable of changing the way they lead?
Third, Leadership that recognizes, reacts, and changes...
The third category of Leadership Style is one that recognizes the need to change, commits to evolving leadership, and knows how to make it happen. Or at the very least they get educated on how to make it happen and commit, despite the looming frustrations, and perceived issues of traditional control.
They understand that increasing revenue or slashing expenses have been ridden to death, and the ultimate solution may very well be increasing productivity, and creativity with what they have. It is a leap of faith. If I build engagement, will the increase in ROI really come to us? At this point, we might humbly suggest, what do we have to lose?
The data on the metrics regarding employee engagement and trust are undeniable even if not accepted at their full face value. Companies/Organizations exceeding 50% engagement levels are three to five percent better in Net Profit. It seems unbelievable. This category of leadership has come to the realization that the answers are in the people.
If they want immediate feedback, offer them immediate reviews and feedback. If they want immediate communication, offer them honest immediate communication. If they are dedicated to their own personal growth rather than the exclusive growth of the organization, find a way to align those two pillars. They are not mutually exclusive. And this philosophy does not necessarily require significant capital investments. Text Messaging, IMs, Telecommuters, Flex Hours, or No Hours, Personal Development as well as Professional on site training, more regular honest communication from leaders is the norm in tomorrow’s successful cultures.
So, we are sure we have alienated over half of you at this point. If you read this far, take solace. The times are really, really tough, but the solutions are not as expensive or as complicated as you might think. Many major companies and organizations have shortened the learning curve for you. It is a different mindset for Leaders, not a huge investment. So which category best describes you?