3. Why a different approach is needed
(Reading time approx 3.5 minutes 854 words)
Leader-led leadership is naturally flawed and spending time and money in such an approach is a poor investment. There are three types of leaders; some are born, whereas others learn to be leaders. It is on this latter premise that the billion-dollar training industry has developed and continues to grow. Programmes typically are focused on leader-led principles. Undoubtedly, there are some significant, positive outcomes from such an approach, yet leader-led focus is inherently lacking.
Culturally, the most significant reason why leader-led focus is destined to produce relatively mediocre results is because most employees do not trust their leaders. In fact, one poll found such distrust to be as high as 93%. Although this figure may be exceptional, a significant lack of trust is not a new issue. In addition, studies have shown time and again that culture is the prime driver, more than strategy and more than leadership. Yet culture, is influenced by the cumulative impact of limiting beliefs and fears that both leaders and all their employees have unconsciously learned during their lifetime. To be successful leadership needs to address the issues that adversely affect culture.
The third type of leadership is simply a matter of personal choice, available to, and demonstrated at times, by everyone, albeit perhaps only evident in one’s personal life. Its potential is “Universal” in nature. Barbara Kellerman in her book “The End of Leadership” comprehensively challenges the efficacy of attempting to grow leaders. As an alternative she raises the concept of “followers”. Although certain personalities prefer other people to take on management and strategic roles, individuals are best motivated when they are both contributing and valued; this is not a characteristic that necessarily epitomizes “following”. Whether considered a “Kellerman Follower” or a “Potential Leader” motivation only comes from “within” and is either supported or destroyed by a combination of peer pressure and the work environment. This does not involve “culture” at a macro level but more particularly at a micro level. It is not a matter of “team building either. Encouraging “leadership from choice” must focus on managing and mitigating the root causes of unconscious beliefs and fears and involve employee representatives across the hierarchy. This is the reason why developing intuition is so important
The foundation of individuals’ unconsciously inherited beliefs and fears may be at least 20 to 50 years out of date. “Nature” and “Nurture” in our formative years create what in effect is an iCloud store of unconscious long-term beliefs and fears that were influenced by generations and historic events in the past. Fortunately, the effect of this does not have to continue - we do have a choice
Environmental changes can affect a house built pre-1900 on what at the time were foundations considered solid enough to stand the test of time. Such changes can have significant consequences for what was supposedly a “solid structure”. Damage can occur extremely quickly with momentous consequences. Once the problem is acknowledged new lasting foundations can be built by applying a systematic approach, using current knowledge, and understanding.
The same principle also applies to both updating our thinking and eliminating false beliefs and fears. Each of us has a very powerful natural structure (employing logic, understanding emotion and developing intuition) which uses common physiological and psychological tools that enables us to determine which beliefs and fears are true and relevant, and to then choose to re-write our own “iCloud of long-term beliefs”. We do not have to remain a slave to influences from past generations.
Unlocking the potential of the “Collective” value of “intuition” involves exploring what works and what does not, doing so in a low risk, low cost, non-disruptive fashion. It must involve some employees from across the hierarchical spectrum. It is important to avoid limiting the potential results because of leader-led personal “bias” of what is or is not possible. For many in positions of influence the concept that such an outcome could be achievable will be beyond belief. It is advisable therefore to be skeptical but not dismissive of the potential in developing Intuition; if for no reason other than the fact that it takes very little to discover whether something works, or it does not.
It is astonishing, now when the capacity of the human mind and the creativity of modern man and woman can design, develop, and manufacture products like AI that are almost beyond belief, that the work psyche is being restrained by old beliefs and practices, and by attempts to merely fiddle with current management practices.
I respectfully suggest the ideal approach is to take a little time to understand this subject. You will be surprised.
The Next Step
Visit www.senseable.co.uk where you will find:
Cases illustrating how intuition contributed to achieving significant benefits in productivity, innovation, and mental wellbeing
Link to Teams community discussions on “Intuition in Business”
These seven articles (including this one) that explain the rationale, science, principles, structure, and processes in developing Intuition in changing organizational culture:
1. Why a 17th century idea limits business potential
2. The Discovery Process - an introduction
3. Why a different approach is needed
4. Maximising ROI - The structure
5. How micro-cultures can change an entire company
6. Nature’s clues to successful change
7. Developing courage, authenticity, and creativity
Check it out now www.senseable.co.uk