Successful management under the most loose power s

2022-07-27
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Successful management under loose power structure

enlightenment to business leaders

we can find more real leadership talents in social undertakings. True leadership means that people are still willing to go with you when they have other free choices. If people follow you because they have no choice, you are not leading them. Today's business leaders no longer have the absolute centralized decision-making power as they used to. For the next generation of business leaders, the fifth layer of leadership that combines legislative skills is more important, and they can learn a lot from social institutions

learn about Francis After the news that heiseborn became the CEO of the American Girl Scout Organization, a columnist of the New York Times asked her how she felt at the peak of such a large non-governmental organization. Heiseborn's reaction was like that of a teacher who was preparing lessons carefully. He patiently rearranged their dining table. Using all kinds of cups, plates and bowls, she put out radioactive concentric rings and connected them with knives, forks and spoons. However, after the machine can pull, press, bend, shear, low-frequency cycle damage and various wave force deformation experiments on the materials, she pointed to a glass in the center of the table and said, "that's where I am." Heiseborn is very self aware. Although she has the title of CEO of girl scout, she can't be above everything

the Girl Scout Organization has a complex internal management structure. It is composed of hundreds of local associations, each of which has an independent board of directors, and the volunteer team is as many as 650000 people. Heiseborn did not have full decision-making power. Nevertheless, she encouraged people to face up to the new problems faced by girls in modern American society, such as early pregnancy and alcoholism, and collated corresponding research materials for various sensitive issues. She encouraged various organizations to set up awards to give medals to girls who had performed well in mathematics, engineering and computer science, telling them that they should believe in themselves and that they have the ability to control their own destiny. Heiseborn did not force the idea of such change to everyone, but let the local associations decide the direction of the reform themselves. As a result, most local associations accepted her proposal

she was asked how these reforms were carried out without centralization of decision-making power? She replied, "you know, you always have the power to borrow. The relevant data from the question experiment are as follows: just know where to look. The power of unity, the power of language, the power of common interests, the power of coordination, etc... there are forces we can use everywhere, but these forces are often invisible and need to be developed." Whether it is the board of directors of a non-profit institution composed of eminent persons, the elected school board of directors, an organization supervised by the government, a religious conference established by democratic procedures, a member association, a trustee Committee, or other forms of internal governance, the heads of social institutions must face a complex and decentralized power decision-making system. In addition, social undertakings are also restricted by various internal factors, such as lifelong teachers, civil servants, volunteer organizations, and police federations. Most leaders of non-commercial organizations do not have the same centralized decision-making power as CEOs of commercial organizations

it is generally believed that the heads of social institutions are not as decisive as business leaders. However, these people do not fully understand that social institutions often have more complex management mechanisms and decentralized power structures. In fact, Ms. heiseborn's determination will not be lost to the CEO of any company. However, the management and power structure she faces in the girl scout organization does not allow her to adopt an overly arbitrary style

this is also the reason why many business leaders fail to imitate signals after they are transferred to social institutions. I know such a CEO from the company. He later served as the dean of a university, hoping to lead the faculty to their predetermined goals. But the more he brought his business skills to the school, the more the teachers thought it meaningless to attend the teaching conference he presided over. And what can he do? Fire those teachers? But they are all tenured professors. So, after experiencing "the most painful period of his life", the CEO returned to the business world. He finally understood why a university president called the tenure system a system of "never say 'no', but it was too late

there are complex internal governance mechanisms and decentralized power structures in non-commercial organizations. This situation has led me to guess: are there two types of leadership skills - executive leadership and coordinated leadership? In executive leadership, the individual leader has enough centralized power to make decisions directly. In coordinated leadership, the individual leader (including the nominal CEO) does not have enough authority to make important decisions. Coordinated style leaders rely more on lobbying, publicity and benefit sharing mechanisms to create conditions for the adoption of correct decisions. Because of the existence of this coordinated dynamic decision-making process, the fifth level leadership is particularly critical for social institutions

in the comparative study of my book from excellence to excellence, I found that leadership shows five levels, and the fifth level is at the top. The difference between the leaders at the fifth level and the leaders at the fourth level is that they are most concerned about the cause, movement, mission and work -- not themselves -- at the same time, they are willing to pay all costs to complete all necessary tasks in order to achieve the goal of broad speed regulation range. In social undertakings, the ability of the fifth level leadership to combine modest personality with professional dedication will become the core element. Only this combination can create classics and influence. After all, the leaders of these institutions do not directly control the power of others, so how can we let others follow the decisions they promote? As a person in charge of a social institution said, "I have learned that the fifth level of leadership requires us to be smart and flexible in the pursuit of excellence. Even if I don't have the power to make decisions, even if my decisions are not easily supported by the majority at the beginning, I still have the right to ensure that the correct decisions are finally recognized by everyone. Then, the only way I can do this is to let people know that my goal is, and will always be, to pursue our cause Excellence, not for myself. " (end)

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