Jim Collins:
When companies fill their leadership roles with reactive, content experts who require external motivation, it may do everything right, but may not be doing the right things to survive and prosper. In fact, it builds a cadre of employees who wait to be told what to do. Every company needs and depends upon employees who stabilize rules and processes, like airlines need pilots who follow the rules, routes and processes; and, there are distinct, proven ways for engaging employees who are process and protocol oriented, but pilots are not tasked to make capital procurement, marketing and other strategic (risk oriented) decisions.
That successful organizations need "stabilizers" is clear. N. N. Talleb speaks to this in Fooled by Randomness:
These people are no picnic to supervise, but would you rather lead a group of managers who occasionally have to be reigned in or a group that has to be prodded into action, sometimes begrudgingly and often not at all?
If you read Jim Collins' Good to Great and you're about to fill a critical leadership position as a part of your employee recruiting program, it's your choice; so ask yourself these questions:
There are simple, fast and economical ways answer these questions when building your organizational design structure. Call me at 317-578-3676 or jranalletta@advisausa.com for directions from "good to great".
"Companies that make the change from good to great have no name for their transformation—and absolutely no program. They neither rant nor rave about a crisis—and they don't manufacture one where none exists. They don't “motivate” people—their people are self-motivated."
When companies fill their leadership roles with reactive, content experts who require external motivation, it may do everything right, but may not be doing the right things to survive and prosper. In fact, it builds a cadre of employees who wait to be told what to do. Every company needs and depends upon employees who stabilize rules and processes, like airlines need pilots who follow the rules, routes and processes; and, there are distinct, proven ways for engaging employees who are process and protocol oriented, but pilots are not tasked to make capital procurement, marketing and other strategic (risk oriented) decisions.
That successful organizations need "stabilizers" is clear. N. N. Talleb speaks to this in Fooled by Randomness:
“To view it another way, consider the difference between judging on process and judging on results. Lower-ranking persons in the enterprise are judged on both process and results - in fact, owing to the repetitive aspect of their efforts, their process converges rapidly to results.”
For the organization to succeed, i.e. to become great, it must populate its leadership or upper-level teams with proactive, SELF MOTIVATED people, who chomp at the bit to morph their units, companies, processes and protocols to customers' needs, scarce resources and increased competition.These people are no picnic to supervise, but would you rather lead a group of managers who occasionally have to be reigned in or a group that has to be prodded into action, sometimes begrudgingly and often not at all?
If you read Jim Collins' Good to Great and you're about to fill a critical leadership position as a part of your employee recruiting program, it's your choice; so ask yourself these questions:
- Is the position's incumbent required to determine and drive change?
- Do you have a big book of rules and instructions for the job that contains all the information the incumbent needs?
- Do you want someone who simply follows your orders?
- Can you stand having someone tell you how to run your business?
There are simple, fast and economical ways answer these questions when building your organizational design structure. Call me at 317-578-3676 or jranalletta@advisausa.com for directions from "good to great".
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