Since change is the function
of leadership, being able to generate highly energized behavior is important
for coping with the inevitable barriers to change. Just as direction setting
identifies an appropriate path for movement and just as effective alignment gets
people moving down that path, successful motivation ensures that they will have
the energy to overcome obstacles.
According to the logic of
management, control mechanisms compare system behavior with the plan and take
action when a deviation is detected. In a well-managed factory, for example, this
means the planning process establishes sensible quality targets, the organizing
process builds an organization that can achieve those targets, and a control
process makes sure that quality lapses are spotted immediately, not in 30 or 60
days, and corrected. For some of the same reasons that control is so central to
management, highly motivated or inspired behavior is almost irrelevant.
Managerial processes must be as close as possible to fail-safe and risk-free.
That means they cannot be dependent on the unusual or hard to obtain. The whole
purpose of systems and structures is to help normal people who behave in normal
ways to complete routine jobs successfully, day after day. It’s not exciting or
glamorous. But that’s management.
Leadership is different.
Achieving grand visions always requires an occasional burst of energy.
Motivation and inspiration energize people, not by pushing them in the right
direction as control mechanisms do but by satisfying basic human needs for
achievement, a sense of belonging, recognition, self-esteem, a feeling of
control over one’s life, and the ability to live up to one’s ideals. Such
feelings touch us deeply and elicit a powerful response. Good leaders motivate
people in a variety of ways. First, they always articulate the organization’s
vision in a manner that stresses the values of the audience they are
addressing. This makes the work important to those individuals. Leaders also regularly
involve people in deciding how to achieve the organization’s vision (or the
part most relevant to a particular individual). This gives people a sense of
control. Another important motivational technique is to support employee
efforts to realize the vision by providing coaching, feedback, and role modeling,
thereby helping people grow professionally and enhancing their self-esteem.
Finally, good leaders recognize and reward success, which not only gives people
a sense of accomplishment but also makes them feel like they belong to an
organization that cares about them. When all this is done, the work itself becomes
intrinsically motivating. The more that change characterizes the business
environment, the more that leaders must motivate people to provide leadership
as well. When this works, it tends to reproduce leadership across the entire
organization, with people occupying multiple leadership roles throughout the
hierarchy. This is highly valuable, because coping with change in any complex business
demands initiatives from a multitude of people. Nothing less will work. Of
course, leadership from many sources does not necessarily converge. To the
contrary, it can easily conflict. For multiple leadership roles to work together,
people’s actions must be carefully coordinated by mechanisms that differ from
those coordinating traditional management roles. Strong networks of informal
relationships the kind found in companies with healthy cultures help coordinate
leadership activities in much the same way that formal structure coordinates managerial
activities. The key difference is that informal networks can deal with the greater
demands for coordination associated with non-routine activities and change. The
multitude of communication channels and the trust among the individuals connected
by those channels allow for an ongoing process of accommodation and adaptation.
When conflicts rise among roles, those same relationships help resolve the
conflicts. Perhaps most important, this process of dialogue and accommodation can
produce visions that are linked and compatible instead of remote and
competitive. All this requires a great deal more communication than is needed
to coordinate managerial roles, but unlike formal structure, strong informal
networks can handle it. Of course, informal relations of some sort exist in all
corporations. But too often these networks are either very weak some people are
well connected but most are not or they are highly fragmented a strong network
exists inside the marketing group and inside R&D but not across the two
departments. Such networks do not support multiple leadership initiatives well.
In fact, extensive informal networks are so important that if they do not
exist, creating them has to be the focus of activity early in a major
leadership initiative.
Comments
Post a Comment