Here is the BIG question: Why do we spend endless time, effort, and energy recruiting, training, coaching, mentoring, managing, and ultimately paying our employees and then refuse to use their advice?
A Case in Point
When Colin Powell first took over as Chairman of the Joint Chiefs of Staff in 1989, he inherited a structure called the Chairman’s Staff Group. It was composed of two and three-star Generals from the individual services, and essentially combined and filtered the advice and information that the Chairman of the Joint Chiefs would receive.
On his first day on the job, Powell called the members of this “Staff Group” together and told them:
“Here’s the drill. You’re out of a job.”
From then on, Powell communicated directly with the young officers assigned to him and sent a symbolic message to all the forces about the kind of open culture he wanted under his command.
Powell thrived on getting information from the soldiers at the front line. He purposely put himself in situations where the troops could not only access him but were able to speak with him frankly about what they were doing, the challenges they faced, and the ideas and insights they had for improvement.
Who Has the Answer?
So much of what we often see from leaders is 180 degrees opposite.
The inherent thinking seems to be that those in leadership roles should and have to make the decisions; therefore “the leadership has the answer.”
This is not true at all. In fact, I would say most of the people in top leadership roles are not there because they are the smartest. In a hierarchical structure, it is likely they just got to the organization before you or were next in line.
Leaders must understand they are not always nor should they be the smartest or sharpest knife in the organization, and that is OK. There is a gold mine of intelligence in the men and women in your organization. Ignoring it or not tapping into it is nothing short of neglect, or to be honest, abuse of power on your part as the leader.
If you hired people for their talent, knowledge, or skill, why let it go to waste? And why carry the entire burden yourself?
Strong teams are (almost always) those that do not revolve around just one person on the team, regardless of official “position.”
Just Ask!
Another key question to ask your people is this:
“If you were in my position, what would you do?”
Inside of your people there is a huge pool of intelligence just waiting to be tapped into, if you will just walk around and ask people. Once you open up the channels of communication and get people comfortable with sharing ideas, they will value and maybe even be inspired by the opportunity. It will build their morale and confidence.
And it will improve your organization and your skill as a leader!
So go ahead and ask yourself the BIG question and let that lead you to more open communication within your organization. You will access a goldmne of value!
How have you seen leaders seek out or rely on the talent and ideas of people within their organization or team? How have you witnessed leaders doing just the opposite — thinking it begins and ends with them? What are the implications of this important question for you, your team, and your organization?
–——————-
Tom Atema is VP of Business Development at John C. Maxwell’s EQUIP organization
His passion is Biblical servant leadership development
Email | LinkedIn | Twitter | Facebook | Web | Consulting | Book
Edited by Mike Weppler
Image Sources:
Related articles
- An Overview of HR Talent Management (brighthub.com)
- Summary and Review of Leadership Gold by John C. Maxwell (bizcovering.com)
