I began this as the inaugural newsletter for my company, MasterCoaches. But as it unfolded it started to feel more like a blog entry. Interesting, but not sustainable as an ongoing offering, and I created something different for the latter. But not to let it go to waste, I offer these thoughts here.
If you are a leader in an organization, for better or worse, people (always “other people”) are probably your greatest asset and challenge. You see, people are complex. I once heard a great distinction between complicated and complex that illustrates this point. Take a jet airplane (not literally, these days!). It’s a complicated bit of machinery, even if the airlines want us to believe that turning on your cell phone will cause it to crash. Now despite the complicated systems and equipment that make it work, it can in fact be taken apart and reassembled as often as desired. Now take the crew (again, no hostages please). They are complex. Unlike the aircraft they operate, they are not so predictable. Just when you think they are or should be, they do weird or unexpected things. Even our spouses, whom we purport to know intimately, will surprise us regularly. Why, we usually even surprise ourselves! Any time you throw a human being into the equation, things get...complex. That’s why within the field of economics, which supposedly has “laws,” there is a subset called behavioral economics.
Since I presume that you are human, nothing I’m saying should not come as a shock. Yet it’s remarkable how intelligent well intended people could so easily miss the point. Before I offer some glimmers of hope, let me share a recent event that illustrates the point.
I live in a relatively small town that nonetheless has an outstanding performing arts center. We consistently get Broadway shows and top performers, ranging from Tony Bennett to B.B. King, Harry Connick Jr. to The Moody Blues, South Pacific to Stomp. This 2000 seat performing arts center happens to be a part of our local community college, what is called a direct support organization. Like the other two DSOs associated with the college, it has it’s own volunteer Board of Directors. All three boards are essentially comprised of this city’s movers and shakers, ranging from the former CEO of Harris Corporation, a major national defense contractor, to CEO’s of hospitals and universities. The overseers of the DSO’s and the college itself are a five member Board of Trustees appointed by the governor. Four of the five are attorneys, the fifth is a lobbyist. I share this so you know that that these are well educated intelligent leaders, all volunteers committed to being of service. The same is true of the other three boards. What could go wrong?
Three weeks ago the Board of Trustees fired (they prefer disbanded) all three boards to be replaced by three new ones with five members each, the majority of which include a trustee, college employee and the college president. Oddly enough, the dozens of fired movers and shakers were all caught completely off guard and guess what, they were angry. The flurry of newspaper articles and editorials culminated in a public meeting where the trustees explained their actions, three weeks after the fact.
The complicated part was explained fairly well. The justifications relating to fiscal and fiduciary accountability made sense, to varying degrees, and one could agree that some new actions were overdue.
The complex part, not so much. While the trustees apologized for hurt feelings, there was no ownership for the gross lack of communication and dialogue that preceded the actions. Given that all the organizations rely heavily on fund raising, the hurt feelings of the biggest fundraisers in the county was not insignificant. While the trustees demonstrated a painful lack of people skills (you know, those “soft skills” we talk about in large organizations), so did the esteemed leaders on those boards who chose to take their ball and go home, foregoing the bigger mission they were there to serve.
While the complicated parts are being enacted in this reorganization, the complex parts remain in disarray. Humpty Dumpty’s going to need a lot of glue.
Although the scale and scope of what took place may differ, I’m confident that the theme is an issue in virtually every organization represented by my readers. It could be the leader perspective and the lament of “how do I get people on board?” or “why do people make things so complicated, why won’t they just...” It could be the other side and complaints like “there’s no respect or appreciation” or “if only they would listen (or even let me speak).” Fill in your own observation about how people can be complex and unmanageable.
While the alternatives are fairly simple, we don’t make them easy.
Management is fine for processes and things where there is certainty and predictability.
Leadership is necessary for dealing with the unknown and uncertainty, especially people.
Leadership in this sense is not about having answers or exerting authority. It’s about creating the space for people to show up powerfully. That means people have the space
to voice their doubts or concerns
to contribute to vision they care about
to take personal ownership
to be accountable to peers because they’re in it together and see that connection
to utilize their strengths and gifts
to care
How is this done? Through honest, open, even vulnerable conversation. Not from behind the dais or the job description, but from eye level, person to person. And we don’t sacrifice depth for efficiency if we want sustainability. The esteemed trustees enacted an efficient outcome. It remains to be seen if they created the foundation for sustainable success.
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