Bury My Heart at Conference Room BBury My Heart at Conference Room B, Stan Slap cuts through a lot of the dancing around that occurs in many leadership discussions.
It should go without saying that emotional commitment improves organizational performance. If in doubt, Slap spells it out in the first third of the book. The way to get that emotional commitment, says Slap, is for you to live your own deepest values in your work environment. While any organization should encourage this, most often they don’t. “What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from doing.” So, it’s up to you. The process of managing this tension what Bury My Heart is all about. The underlying problem is this:
Companies can’t get emotional commitment from their managers because the company believes it needs to be the dominant organism in the relationship, which causes managers to have to repress their own values—and so causes them to detach emotionally from their jobs.Fear drives this tension: Are we going to survive as an organization if we are not in control? Slap says the only sustainable solution is leadership. “Leaders are people who live their deepest personal values without compromise” and because they do, “they’re essentially self-medicated—the pressure’s off the company to provide the deepest motivational fulfillment.” Slap insists that this isn’t licensing chaos but insuring control. Paradoxically, “there is no more reliable way for the company to become the cause than by not always insisting on being the cause.” Allow people to live their values at work.
This isn’t a self-indulgent free-for-all. “Freedom to pursue your values come with responsibility to protect the company’s values.” It becomes an issue of trust between the organization and the individual. “Your job as a manager requires achieving results through others. Leadership is the single best method to do that. As long as your vision doesn’t violate the basic objectives and principles of your organization, those results will be hard for anyone to argue with.”
Your leadership begins by understanding your own values—what is important to you—so you can sell those values to others. Beyond envisioning a “Better Place” of your creation, the people you lead have to see it too. What does life look like for them in this Better Place? Help them to get what they want as they head toward the Better Place. Slap writes:
= Live better.
If they believe it, they’ll do it. Of course, not everyone you lead will have the same values as you, but if you have communicated them well, “they’ll support yours if yours have positive impact for them.”
Leadership happens to you as soon as you understand your own values and understand how to enroll others in supporting them. Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.
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