Leadership and the 21st Century Business
Posted online January 1999
Organizations are changing but they haven't changed as much as they will. We will enter the 21st century different than we end this last decade of the 20th. This can be an exciting adventure, or we can go kicking and screaming, complaining and "if only-ing," into the new. We need courage to let go of the old and move forward to more effective, efficient solutions. It has taken us and our scientists years to discover that we live in a quantum world. Now that we have this new understanding, we will need to change what we do. We must move with flexibility. Rather than describe tasks alone we must facilitate process.
The leader today must understand the key role of relationships and how to build them, because the strength of an organization will be determined by the relationships. Power does not come from one individual. It comes from the quality of the relationships and the flow of process as a result of the relationships. This will require greater skills in listening, communicating, facilitating, etc. Individuals who relate to self-power, coercive behavior, autocratic behavior and who do not sincerely care for others in the business create negative energy resulting in low morale, loss of enthusiasm, absenteeism and ultimately turnover.
To be more effective in building the relationships necessary to accomplish what we want to accomplish, requires a few guiding principles moreso than rules, regulations and strict policies. It is the principles, the deeply rooted values, the guiding vision, and the practice beliefs that will be a strong influencer to shape every team member's behavior, and hence the organization. It is the leader's responsibility to communicate them clearly and insure that they are ever present. The stringent rules and structures of the past give way to a new order...one that empowers individuals to act within their understanding of the concepts and principles of the vision and values. Where people believe in and support these principles, you also find a business that flows, that is life giving and energizing, rather than draining, demotivating and deenergizing.
We must remain flexible and be open to new information, both internally and externally, and process the data with continually growing levels of self awareness and a willingness and strong ability to reflect. An organization that will stay open to communication and actively develop a strong identity is one that is less subject to change forced from the outside.
We must continue to ask questions. We must rock the boat, allow the boat to rock, and keep things rocked until we come to a new understanding and a new level of efficiency. Do not fear that chaos will result when you give yourself the new freedom to see what is around you, to be open to new information and to communicate that to your people. It is precisely these elements that will, when your vision is clear, when you know who and what you stand for in your organization...provide you both creativity and boundaries, the power to evolve and yet remain consistent with your values, to be both a team player and at the same time allow the individual to blossom within that team.
An organization is like a symphony. They symphony is the result of the whole that is created...and that's the only music that will be heard. The leader must be able to see the big picture....because it is the leader who selects the tune, sets the pace, and identifies the key it will be sung in.
©1995-2001 Cheryl Matschek.
