Learn to lead more effectively. Discover how to identify your leadership style, communicate a vision, prioritize, effectively manage stress, and learn from failure.
- Hierarchy is important in an organization, but not for the sake of hierarchy. FLAT Army really is, as it sounds, I believe that organizations need a hierarchy, but it needs to come from a position of FLATness. Army actually is from the Latin, armada, which a lot of people forget, and armada is, quite frankly, a flotilla. And so a flotilla is a whole bunch of vessels sailing together. Why can't our organizations, and specifically leadership, think of themselves, as perhaps, captain of the flotilla, but with a whole bunch of people working together to go from point A to point B? That's FLAT Army. FLAT Army doesn't mean, you know, instituting leadership for the sake of leadership, insomuch as you're telling people what to do because it's easier. It's asking people what might we do in order to go from point A to point B. So for me, at the end of the day, leadership is a behavior, it's not an act. And too many leaders have confused leadership for command and control, as opposed to collaborative and coordinated. (gentle music) the collaborative leader action model is really the six C model of invoking an open, or transparent, or even translucent sense of leadership. So, really, at the end of the day, I think it stars with connect. We connect with people first, both in an emotional level, but on a transformational level. Who is it that needs to be here? Who has done this before? So if we just use the word connect, we're getting started in the right place. Often what happens, though, is that leaders jump to execute, or create. They say go do this now. Or I want this done by yesterday. Or if you don't do this, your job's on the line. Like this sort of territorial force that they think is the way in which they should be leading, because either Army tactics and command and control taught us to do that, or tailorism, with a stopwatch and assembly line saying, do it better, faster, quicker in the early 1900s of Bethlehem Steel. Nonetheless, let's connect first. But then, let's consider our options. Perhaps, are there other people that need to be at the table for this? Has Asia done this before? Has New York done this before? Has Montreal done this? Ask around. So you're considering whether or not it's been done, or whether or not it's a good idea. Then, you know, this is where hierarchy comes in. Sometimes a decision has to be made. So some C-suites, by example, and the Board will decide to acquire a company. Okay, that's a decision. But sometimes, a team, or an organization can make a decision, either way, a decision is going to be made. How about we communicate what the decision is. That's the third C. So so far, you're connecting with people, you're considering your options. Now you're communicating whatever the decision is to the people that should know, so that, quote, their in the loop. And again, from leadership from a hierarchical, in the office, just by email perspective, people aren't proactively communicating, saying, here's what we thing should happen. Here's what's going to happen. And so there's that left in the dark, out in the dark, sort of mentality. So those are the first three Cs. And then, ostensibly, you've got to, you know, you got to act. You got to create, that's the fourth C, the result. So now you're getting people together. You're executing, you're doing, and I think this can be done however, in a more benevolent fun way. And we've sort of lost the plot, why we're in work and at work, and it can be done with a little bit of humor, a little bit of fun, but again, we drived, in the creator execute phase, far to rigidly, which creates this disengagement in the organization. So, we've created the result, now, ultimately we've got to confirm what we said we were going to do, in the connect, consider, create stages, is, in fact, what we've done. So you're evaluating, essentially. You've considered the people. You've communicated, you've created. Now, you're confirming. Did we do what we said we were going to do is what we're doing? So, let me bring up an example. If you were Volkswagen, these day, and you were working with Volkswagen inside of that team, and through this process of articulating what diesel emission levels we would like to get to and what the testing would be. And then everyone was, quote, in the loop on what those testings would be, and then to find out, after you're being confirmed by various agencies in America and in Europe, that, in fact, you have mislead that particular test. You're not confirming what you said you were going to do, 'cause you're confirming being unethical. You're confirming a hierarchy, and you're confirming the state of leadership that is for, not the benevolence of society, or the organization, but for the malevolence of profit. So, that's the fifth one, nonetheless, it's confirm. And then, finally, I'd like to see us in the organizations congratulate, and/or celebrate, you know, our actions, our misdeeds, our mistakes, our goodness. Whatever the case may be, unfortunately, we just move on to the next thing so quickly, right? And so leaders, because they're so fastidious with, we have to get this done yesterday mentality, you know, let's do more with less, we forget about the human heart and the human condition, and humanity. We forget that we'd like to feel good in the stuff that we just finished doing, and celebrate and congratulate one another on a job well done, or something we've learned through the mistake that perhaps happened for that process. (gentle music)
This course includes videos from:
Dan Pontefract, author and chief envisioner at TELUS
Robert S. Kaplan, president of the Federal Reserve Bank of Dallas
Stephen Miles, founder and CEO of The Miles Group
Kelly McGonigal, health psychologist and author
Alisa Cohn, executive coach
Note: This course was produced by Big Think. We are pleased to host this content in our library.