LEADERSHIP: MOBILISES TALENT AND KNOWLEDGE

Published: 2010-04-15   please add a comment below

“The formal structures of companies, as manifested in their organisational charts, don’t explain how most of their real day-to-day work gets done.” That’s what the authors of a recent article claim; and, many would agree. But, being consultants, they have a solution. Establish “formal networks” – and more about these below. But, let’s keep it simple. Why not appoint more appropriate leaders to run the company as it’s already structured?

The point of networks they say is to “mobilize talent and knowledge across the enterprise”. Funny that: it’s a good description of what leaders need to do, particularly these days when the chat is all about being IP-driven and winning the war for talent.

Many organisations still appoint leaders, who may be good at exercising authority and looking the part. But, are less effective at achieving willing followership. This comes from things like: mastery of relevant knowledge; capacity to build trust; to think and respond and be flexible; and, yes, make work fascinating and formative.

The investment banks and professions have known this for years – including the authors’ firm (McKinsey & Co.), in which I was proud to work many years ago. In such environments, they note, you won’t be an effective leader unless you’re technically credible and add value to the dialogues that both build market position and inspire the firm’s people.

Think of your own organisation: which leaders lack this dual (techno-social) capacity? And, what about yourself? How do you need to lift your game, to ensure you not only survive but excel and grow in terms of these attributes required for the marketplace of the future.

In any business, the organisation chart (with its attendant titles and authority) is only an approximation of how things should work. It’s a starting point, not a destination. And, you can restructure as much as you like, and create matrices and networks of increasing complexity – but get nowhere. The critical factor is the quality of each and every person, who occupies a leadership role whether in an organisational box or at a network node.

So, develop your own Leadership Action Plan – one that covers the dual (techno-social) dimensions, and more. In less than an hour using my V|E|C|T|O|R program, you can have a printable plan of personal leadership commitments. Something to make you successful in the new market – not yesterday’s.

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®