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Make many decisions? You are a bad leader
It is known that Yahoo CEO Marissa Mayer holds about 70 meetings a week and receives between 3,500 to 4,000 emails. She joked that in her office there was a queue and that we need to start to give them coupons to regulate their movement.
That's not leadership. It is the management. And these two things are very different, it shows the head of a consulting company Crankset Group Chuck Blackman.
Managers solve problems and make decisions. Leaders teach others to solve problems and make decisions, and then out of the way. Mayer says Blackman probably just now learning that its future viability depends on its ability to leave behind these techniques are manual controls so everything began to make decisions that they have to perform.
Leaders who come to understand that they should not themselves make decisions, can lead wildly successful companies without resorting to this boring administrative methods. Here are just three examples of such businesses over the last 60 years.
Pioneer bill Gore in 1958 was so far ahead of its time that it then ignored. He built the company W. L. Gore without managers — nobody obeyed. Leaders are those whom people followed naturally. Even the current CEO Terri Kelly was chosen for the post after the poll, which showed that she the dear leader at W. L. Gore. Until then she was not a candidate for CEO. Today W. L. Gore company with a turnover of $3 billion and 10 thousand employees. To Gore and other well-managed companies guide exists in order to ask questions, not to make decisions, to serve, to guide, to teach, to support, and then get out of the way. W. L. Gore is already 60 years old — a great example of how leadership grows from a wonderful company in which administrative methods of management would not allow to achieve the same. The company has no boss, and Gore certainly every year makes the list of the 100 best employers.
A dissident In 1981, when Ricardo Semler was 21, he succeeded his father at the head of the company Semco is a small manufacturing company. The first thing Semler fired all the managers. And then began to rebuild the company in the spirit of bill's Mountain — no managers, no bosses, only a few natural leaders who attract followers without having formal authority over them, the right to give them orders or dismiss them.
Ricardo Semler celebrated 10-year anniversary from the day he stopped taking people decisions, many years ago. All decisions are made in the company of self-managed teams, which are then themselves and their perform. Semler owns in the company a controlling stake, but directs by asking questions, formulating a vision for the future, directing, teaching, acting as advocate for their ideas — but mostly giving way to them.
At Semco there are no managers who solve problems for others. And so, the company achieved a turnover of more than $1 billion a year, and staff turnover is unheard of 2% per year. In Semco all going to use your brain, not just a select few. In his book Maverick, Semler tells how he built a company in which he does not have to make decisions.
The new leader 60 years after the Mountain, and 34 years after Semler Jack Dorsey, Twitter co-founder and current head of the Square, have adopted the same approach. He believes that if he has to take a decision, it's an organizational failure. He says his role is to ensure that decisions taken and not taken them, "can I help set the context of what is happening in our industry. But I definitely believe that the organization and the people in it — that's who should make decisions because they better understand the context of what needs to be done."
Bring people to their brains, These guys represent three generations of great leaders. And they're not some geezer — this trend, the movement from management to leadership is gaining strength in this era of universal participation. There are a great many excellent leaders who have learned the basic principle: to teach others to make decisions — that's what allows leaders to truly lead.
They have learned the simple axiom, which we suggest to adopt all heads:
The art of leadership is understanding how few decisions the leader should take. Responsibility is the most powerful motivator in business, and the ability to make independent decisions underpins this responsibility. Enough to solve problems and come up with solutions for others. They've grown up. They are able to do it yourself — and better than you. And you better ask questions, teach others how to make good decisions, and then let them do it yourself. You, your company and all who work in it, this will only get better.
Bring people to their brains. Stop to do the management. Start to be a leader and get out of the way.published
P. S. And remember, just changing your mind — together we change the world! ©
Source: ideanomics.ru/?p=4279
That's not leadership. It is the management. And these two things are very different, it shows the head of a consulting company Crankset Group Chuck Blackman.
Managers solve problems and make decisions. Leaders teach others to solve problems and make decisions, and then out of the way. Mayer says Blackman probably just now learning that its future viability depends on its ability to leave behind these techniques are manual controls so everything began to make decisions that they have to perform.
Leaders who come to understand that they should not themselves make decisions, can lead wildly successful companies without resorting to this boring administrative methods. Here are just three examples of such businesses over the last 60 years.
Pioneer bill Gore in 1958 was so far ahead of its time that it then ignored. He built the company W. L. Gore without managers — nobody obeyed. Leaders are those whom people followed naturally. Even the current CEO Terri Kelly was chosen for the post after the poll, which showed that she the dear leader at W. L. Gore. Until then she was not a candidate for CEO. Today W. L. Gore company with a turnover of $3 billion and 10 thousand employees. To Gore and other well-managed companies guide exists in order to ask questions, not to make decisions, to serve, to guide, to teach, to support, and then get out of the way. W. L. Gore is already 60 years old — a great example of how leadership grows from a wonderful company in which administrative methods of management would not allow to achieve the same. The company has no boss, and Gore certainly every year makes the list of the 100 best employers.
A dissident In 1981, when Ricardo Semler was 21, he succeeded his father at the head of the company Semco is a small manufacturing company. The first thing Semler fired all the managers. And then began to rebuild the company in the spirit of bill's Mountain — no managers, no bosses, only a few natural leaders who attract followers without having formal authority over them, the right to give them orders or dismiss them.
Ricardo Semler celebrated 10-year anniversary from the day he stopped taking people decisions, many years ago. All decisions are made in the company of self-managed teams, which are then themselves and their perform. Semler owns in the company a controlling stake, but directs by asking questions, formulating a vision for the future, directing, teaching, acting as advocate for their ideas — but mostly giving way to them.
At Semco there are no managers who solve problems for others. And so, the company achieved a turnover of more than $1 billion a year, and staff turnover is unheard of 2% per year. In Semco all going to use your brain, not just a select few. In his book Maverick, Semler tells how he built a company in which he does not have to make decisions.
The new leader 60 years after the Mountain, and 34 years after Semler Jack Dorsey, Twitter co-founder and current head of the Square, have adopted the same approach. He believes that if he has to take a decision, it's an organizational failure. He says his role is to ensure that decisions taken and not taken them, "can I help set the context of what is happening in our industry. But I definitely believe that the organization and the people in it — that's who should make decisions because they better understand the context of what needs to be done."
Bring people to their brains, These guys represent three generations of great leaders. And they're not some geezer — this trend, the movement from management to leadership is gaining strength in this era of universal participation. There are a great many excellent leaders who have learned the basic principle: to teach others to make decisions — that's what allows leaders to truly lead.
They have learned the simple axiom, which we suggest to adopt all heads:
The art of leadership is understanding how few decisions the leader should take. Responsibility is the most powerful motivator in business, and the ability to make independent decisions underpins this responsibility. Enough to solve problems and come up with solutions for others. They've grown up. They are able to do it yourself — and better than you. And you better ask questions, teach others how to make good decisions, and then let them do it yourself. You, your company and all who work in it, this will only get better.
Bring people to their brains. Stop to do the management. Start to be a leader and get out of the way.published
P. S. And remember, just changing your mind — together we change the world! ©
Source: ideanomics.ru/?p=4279
