Re:Leadership in Organisations

The answer is quite simple - most people like to be lead, it is actually easier to be lead than to lead. To have someone else organise our lives is less stressful than making the decison ourselves. Take married life - I love it when I get home from work and my wife tells me what it is I am going to be doing for the weekend - its just made my life easier - thats all, simplicity.

The majority of people like to get up in the morning because they feel there is a need for them to do something worthwhile. In our working environment we like to believe that our actions will have a positive effect on the company, and that our contribution is recognised. However, we also like to know that when we arrive at our workplace we know what it is we are going to be doing, what tasks are ahead of us, how long we have to complete the task, how it will be managed and what is required, etc. But more importantly we like to know how our actions fit into the overall organisation and its success. What are the knock-on-effects to my actions if I do, or don’t do something? Managers/leaders and decision-makers are ever more in the spot light as their actions have a direct bearing on their subordinates, who are their first customers. A managers first brief (in my own opinion) is to ensure the right tools are available at the right time for his customers to perform the task in the most productive and error free manner. The manager’s second customer is the recipient of that work completed by his team and so on.

So a manager/leader has to clearly explain to his team why their department exists and why their work is necessary:

What the department is and what it is accountable for? (a design function, a finance dept, etc.)
What it does, why it is doing it and who it is for?
How will it be done?
What tools will be required?
When is it required? Milestones, etc.
Who are the customers? And why do they need it?
What happens if I don’t do it correctly or on time? What are the consequences of my failure? Who else is effected and why?
Ask the customer, (including subordinates), what it is they need? Why do they need it?
How does this individual fit into a vast empire of ‘change management’, and ‘Programme Organisation’?

I sometimes feel that unless these questions can be answered and understood - I don’t see why staff should be passionate or enthusiastic because they simply won't know where they belong or why they are doing it.

I would also suggest you look to sport like Ocean Sailing, the Skipper & crew relationship. Englands Rugby Football Team and their Captain. I could spend days writing this all up and mayhap I should - when I have time.

Kind regards
Steve

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