Command and control leadership placed internal and external challenges on my shoulders and placed me in a position of managing issues, policies and procedures. The pressure was unrelenting, resulting in the inability to use emotional intelligence to control my emotions. One day, several years ago, two employees challenged me to change my leadership style from command and control to being the Chief Culture Officer of an organizational culture designed by employees – for employees and owners. An unintended long-term consequence was the resulting high level of employee engagement. The four following results have proven to solve external challenges faster and more accurately.
Organizational Culture Can Instill Leadership at All Levels
The core values component of an organizational culture should contain empowering statements such as “freedom and responsibility to make decisions,” or “ownership of tasks.” The result of these statements is that employees are encouraged to use their cogitative abilities to make decisions repeatedly, every day. Staff develops the ability to think, to solve problems and to define solutions. They learn to lead.
Financial Transparency Creates Leaders
All employees believe an organization or department generates more in revenue than it does. They “know,” but is what they “know” the truth? Financial transparency removes disruptors from the discretionary thoughts of staff. They understand what is needed to generate more revenue, and in turn, more in their paycheck. The financial solvency of an organization is under threat when external challenges face leaders. Understanding the personal as well as organizational ramifications facilitates more ideas to combat the external challenges.
Two Heads are Better than One
Inclusion, in the decision making process at all levels, pays enormous dividends! Various scientific groups estimate that the human brain processes approximately 60,000 thoughts a day, of which the employer receives the benefit of 6-8% of those thoughts. Share the external problems with staff and they will increase their discretionary thinking to provide more potential solutions.
Everybody is Somebody
Leaders that understand employees are not revenue generators, but are in fact “somebody”, and convey that message to their staff through actions, earn respect and trust from their people. The result is that employees have the confidence to volunteer solutions to challenges.
The above steps are part of the organizational development implemented over the past few years. The result has been increased productivity, performance, sales, profit and rewards. External challenges are now considered an organizational challenge. Leadership coordinates the collaborative approach to the solution of the challenge.
A much easier way to conquer challenges!