Recently I read a section in ''The Practice of Adaptive Leadership' by Ronald Heifetz, Alexander Grashow and Marty Linsky which I feel resounds quite strongly with many of us. In the section titled 'Distinguishing Leadership from Authority' it states that "exercising adaptive leadership is radically different from doing your job really, really well"(Heifetz, et al., 2009). In essence we have to understand that those who are successful in business are generally so due to them doing what their superiors demand to a pleasing degree. However great this sounds many of the breakthroughs that we have seen in our time have been down to individuals practicing adaptive leadership and unhinging themselves from the constructs of mainstream leadership practices.
We are Trapped by our Success
The book describes how "if you do what you are supposed to do...you will be rewarded in the coin of the realm"(Heifetz, et al., 2009). This included pay rises and promotions and for many reading this these things sound like absolute positives and in many ways they are. A big problem however is that this trains us to be subordinate. I remember in Year 12 a dilemma which was faced by my school captains. Chosen by the students for the students these individuals were tasked to actuate the ideas the year level were producing in relation to school life, sports and charity to name a few areas. Immediately there appeared to be an inherent problem. In order to remain as captains these students had to remain within the guidelines set out by the teaching group but at the same time put into effect the wishes of the student body. This situation is not dissimilar to the issue faced by a head of a section of a business. The business goals set out by a CEO may not mirror the model being worked towards by employees. Meanwhile a department manager is wedged in the middle fruitlessly trying to balance the expectations set on them from both sides of their business life.
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| Source: ''The Practice of Adaptive Leadership' by Ronald Heifetz, Alexander Grashow and Marty Linsky (Page 28) |
Looking again at the issue faced by those captains, lets see how adaptive leadership could have played a role. Rather than just the straightforward, black or white choice between students and teachers lets use the approach of leadership instead of authority. Studying Figure 2-3 from 'The Practice of Adaptive Leadership' we see that adaptive leaders "expose conflict or let it emerge"(Heifetz, et al., 2009) whereas mainstream leaders will "maintain norms"(Heifetz, et al., 2009) . Applying the adaptive response, these captains have the opportunity to use their position to initiate conversion between the conflicting parties. Rather than acting as an authoritative buffer, these students can bring both sides of the disagreement together potentially producing a far more agreeable solution. As it played out however, the teachers got what they wanted and the students had a say, but whether or not it had any influence on the final decision was always debatable. This was disappointing given that we come to expect that leaders act for their supporters and not for their bosses.
The Two-fold Problem
Many of the great leaders in recent decades have arisen based on their drive to effect change. They pushed for reform and sought to break through the long held norms of their society. As appealing this sounds to the aspirational entrepreneur there can be consequences. In business in particular, adaptive leadership and its associated practices mean "challenging the status quo"(Heifetz, et al., 2009). This issue is down to two particular problems. The first issue is that people don't like change. Secondly, if you're trying to contradict your employers ideas of how something should be run then "they may want to get rid of you and find someone else who will do their bidding"(Heifetz, et al., 2009).
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| (susandayley, 2011) |
So What Should We Do?
The single most important thing that we must do is understand what adaptive leadership is and recognise that it is a way of understanding conflict. It is a tool for allowing solutions to be found, particularly in the business scene. Don't be those unfortunate students or employees who are the extensions of their authorisers demands. As has been discussed there are solutions to problems outside of the 'yes boss' response type. Great leaders need to be change makers who are willing to challenge not just their societal or business norms, but their own norms as well.
As always please leave a comment if you agree, disagree or just have further impute!
Reference:
SUSANDAYLEY. 5/12/11 2011. Don’t Tell Anyone When I
Fall! Out My Backdoor [Online]. Available from: https://susandayley.wordpress.com/tag/balancing/ [Accessed 28/8
2014].
