I’ve recently been working with two groups from the same organisation, and there was a huge contrast between them. One group was outspoken, enjoyed active learning and working in groups, the other group was almost silent, expected to sit and listen, and resented the “wasted time” of working on exercises in groups.
This was a surprise to me – I had expected to work with both groups in the same way, but it simply didn’t play out that way.
This led to a lot of soul searching – what was the critical difference between the groups, and why did the difference result in such different responses?
The conclusion I arrived at was that the first group was primarily composed of leaders, in a wide range from very junior to very senior; they were prepared to voice their concerns and make the most of the situation when it wasn’t what they expected. The second group, though in management roles, were more operational, mature and, apparently, less willing to make the most of things. Expecting a dull workshop, that is what they wanted; they were unwilling to engage in something more interesting and productive.
This highlighted a lesson I have learned throughout my career – leadership is a characteristic that is not strongly correlated to seniority. There are many middle and even senior managers that lack leadership drivers and motivations. Conversely, there are many young, energetic people that are active leaders.
Management is a skill that usually improves with experience, but the same is not necessarily true of leadership, which demand energy and stamina. The best business leaders are also good managers, because they need to deliver results through others, but they have the energy and stamina to create the vision and inspire their team through the rough patches.
When an organisation engages in major change, it faces many challenges, both foreseen and unforeseen, and dealing with these requires skilled management, but it needs more. Leadership, with clear vision and the energy and discipline to address the issues that arise and “keep the wheels on the wagon”, is essential through the project/programme.
Leadership is more than pointing at the map and sending off the wagon train – it’s scouting, riding shot-gun and fighting off the bandits to make sure it gets there.
A lot of change initiatives fail because the executive “leadership” start it off then lose interest, moving onto the next idea, leaving managers to deal with the problems without the leadership that is essential for success. Fewer ideas, fewer initiatives and sustained leadership transform the success rate of business projects.