The Leader Architect
Recently I read The Leader Architect by business leader Jim Grew. It was a practical guide written by someone who has clearly wrestled with the issues facing many leaders. In one section of the book, he discussed the need to reduce the power between leaders and followers. I reached out to ask if we could excerpt that section with his permission as I believe it is insightful:
Reducing the Power Gap
The doorway to change is reducing the power gap and the communications gap between you the leader and your people.
Here are five steps you can take to reduce the power gap in your organization.
Get over your title.
It’s an invitation to contribute, not a statement of rank. Colin Powell, one of the highest-ranking generals in the United States, said, “The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” If you imagine yourself as helper instead of leader, you’re off to a good start.
Don’t lean on your ability to fire people.
That ability looms in the background of all employees, but it is of tiny consequence to the business. It is not an element of leadership; it’s emotional blackmail. If you rely on it, you’ll get the response of people who feel blackmailed—all defense and no initiative. Usually, if you must fire a person, it’s your failure for hiring them or not training them. Occasionally, folks self-select out, but not often.
Apply railroad leadership.
When you walk around, stop, look, and listen (especially listen). You don’t have to produce brilliant anything, other than thanks.