Paco Plaza Muñoz | Managing Director | Janssen South Africa | mail me |
It doesn’t matter where you lead from, but today the world requires business leaders to step up and contribute. Not only in their respective organisations, but to lead the charge from the front or, as Madiba popularised, leading from behind.
Circumstance requires it, and society near-demands a total shape-shift from business. While everything seems as if in a sustained status quo, reality reveals a change in global mindsets about the meaning of leadership.
Leading from the front or behind?
Leadership can be about leading from the front or behind, dependent on the requirements of circumstance. And it is here where the ability of leaders in organisations must become part of the solution to challenges, where collaboration to develop answers and concomitant journeys to correct or enhance corporate or collective journeys are developed and rolled out.
Typically, leading from the front is the traditional way of managing people. It is based on hierarchical corporate structure and a top-down structure.
However, there are benefits to the route, as a leader on the front line can create a significant and positive impact on morale, it is a more responsive position and provides a substantial measure of flexibility, especially in crisis times.
Leading from the front can result in micromanagement and strategic myopia as the hands-on approach can lead to challenges in big-picture thinking; as a manager may be too close to the action. Also, then directly involved in operations, the risk of overwhelming colleagues with data or starvation of same could cause decision-making paralysis.
Leading from behind can prove to be far more effective within an organisation today. It allows employees to take charge and become more accountable leaders to step to big picture thinking and develop long-term strategic thinking. Like herding a flock of sheep, it’s both a push and pull in a direction, shaping a collective true north.
A combination of leading from behind, as a day to day management strategy along with a frontline approach during challenging times can create a more efficient and agile organisation.
The Mandela concept
Nelson Mandela spoke about and popularised the concept of leading from behind in his autobiography, Long Walk to Freedom.
Madiba said:
“It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership”.
Importantly, it all starts at home. This is where leading by example and getting your hands dirty comes in. Thoughts should create action, and implementation determines reality.
Now more than ever before, the emotional and psychological contract and relationship between the employer and employee is changing. They also want to feel part of the action and participate in a slice of strategy or the creative process.
The role of employees
People want to belong; they are looking for more meaning and purpose in their work lives. After all, this is where we spend most of our time. It is here that leaders should create opportunities for staff to join in and participate in determining a company’s positive purpose. Equally, having a say and participating in the creative process, solution-seeking and together creating a business, or a world, that everyone can believe in and thrive within.
It all starts with listening to employees, really hearing what they have to say. And then making work of it, and innovating channels and means for participation across the board. It means being accessible as a leader and recognising that everyone has a positive contribution to make in an organisation.
As a segue, diversity in organisations is of paramount importance. It drives input and creates a fertile foundation for innovation. Like Linda A Hill wrote in the Harvard Business Review, leaders should leverage the collective genius of its employee body.
In conclusion
Innovation delivers a competitive edge. Organisations that can harness individual creativity, experience and knowledge by creating the space for it to blossom. This is where the notion of leading from behind is critical. Instead of creating a culture of followers, it nurtures a collective that can innovate.
Leading from behind really means setting the course, but not having the expectation that you will be blindly be followed to the destination.
It’s a journey, a process that can ebb and flow through the tides; it is agile. But if there is a clear vision and an understanding of purpose, a leader is better placed to herd an employee body towards an ideal; not to whip it into their idea of shape.
