Disrupting Leadership Culture
- Jul 5, 2021
- 6 min read
Written by: Sonja Denovski, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
Leading corporate culture disruption and challenging the status quo is an enormous responsibility, and to many, it comes as a burden. Yet, it became a fundamental force in progressing towards success. The times when we were separating ourselves from work are long gone. Now it's a moment for us to shift our strategic focus and invest in creativity, collaboration, emotional intelligence, and interpersonal dynamics.
The industrial age set up work criteria that the average worker hired to execute pre-regulated tasks is easily replaceable and should not bring their personality to work. The focus was not on people but on the output, giving the managers' power to use intimidating reviews to ensure the production didn't go astray. Top-down hierarchy, bureaucracy, detailed instructions, and silos were there to discourage individuality and impose control.
Fast forward, our society evolved. As we are getting more and more connected and are becoming involved willingly or not in an increased human-machine collaboration, there is a realization that we cannot use the same mindset we used to structure our current and future ventures. Even though some business models are more resilient than others, it is clear that we must reinvent ourselves and rewrite corporate rules.
We cannot afford to have emotionally detached workers disengaged from the work. As leaders, we must create a setting that supports the best ideas and unique skills. Our job is to guide them towards seeking their true passion and self-actualization.
In a time of rapid change, success favors those who can make big leaps of imagination, courage, and effort. —Marty Neumeier
When we look at the corporate culture, we should not see hierarchy but an ecosystem—an environment where people are aspired and are moving in a common direction. As leaders, our role is to empower people and encourage them to be the best version of themselves. Our responsibility is to support their eagerness to learn, promote development, and create a safe, non-judgmental atmosphere that fosters talent growth.
Encouraging individuals to shine will create a purpose for the particular individual and define the way teams perform. Belief in a bigger picture, combined with the values of diverse essential team members (and every single person in the team is essential), is a foundation for outstanding teamwork. And when we work hard for something we believe in, are surrounded by the people we trust, and share the common goal, the work becomes a passion.
Risks of staying in a comfort zone.
A discouraging report comes from the Gallup organization showing 7 in 10 employees actively disengaged in their work, and 91% of the ones, which to be able to change their roles, had to leave their companies to do so. To make things even worse, according to CareerBuilder.com, 58% of managers did not receive any management training leading to an astonishing 75% of people quitting their jobs because of bad managers.
Micromanagement (or nano management, if you prefer), managers undermining staff, failure to give proper recognition, working in silos, prejudice, passive aggression, etc., leads to demotivation, distrust, and low self-esteem. If we want to overcome these bad habits, we must learn how to communicate more effectively, actively listen, include others in decision making, build trust, and mentor others. Additionally, we must award the best work, not the one being the most predictable.
Suppose we want our organization to flourish and diversify itself from those destined to stagnate and collapse (and I never met anyone intentionally wishing to create a dull business that is predetermined to fail). Our task is to recognize our staff, coach them in their development, and challenge them towards their full capacity. Finally, enterprises with engaged employees see 2.5 times more revenue than those thinking that their employees' happiness is not relevant to their business success.
Be brave.
There is no development if we settle for an average. There is no improvement if we continue doing things the way we always did them or just let the culture happens. If we wait for a severe crisis to introduce the change, this change will be forced upon us and probably will not have the desired outcome.
Companies trying to shift their corporate culture towards more disruptive ones, using the same mindset they always had, are unlikely to see the deeply needed transformation.
I cannot stress more how important it is to think out of the box. To look at challenges from a different perspective. Change the angle. Communicate and lead with questions. If we enter the mental "trap" where we have expectations about our findings or have a particular way of doing things, we will always use the same approach will not see other possibilities.
We cannot solve our problems with the same thinking we used when we created them. — Albert Einstein
We must resist the need to be in consensus all the time and ignore other (opposite) points of view, leading to groupthink behavior. Groupthink is a psychological term introduced in 1971 by psychologist Irving Janis. It is defined as the practice of thinking or making decisions as a group, resulting typically in unchallenged, poor-quality decision-making. Fear of being outcast for speaking their minds can make individuals refrain from expressing their own thoughts and arguments, creating an environment where any kind of disagreement is being avoided. That is why it is essential to create a climate where voicing up your opinion is welcomed. When dissent is encouraged, groupthink is less likely to happen. So refuse to compensate. The difference between exceptional and mediocre is in the attitude.
Change doesn't happen overnight.
Cultural change in your organization starts with empowerment and creating a "we" spirit. Once identified with a corporate portfolio, it is easier to create a joined vision without overlapping and determine how each individual is related to the system and how they can contribute towards a mutual goal aligned with your company's mission.
Emphasizing individual strengths and identifying unique personal skills is the most powerful way a manager can do to inspire teams to produce exceptional work. One of the successful ways of doing this is guiding your team members towards creating their own Authentic Leadership Model, where each member reflects on their principles and values. Defining the Authentic Leadership Model for each individual clarifies where the team is and where they need to be. This is how we win. This is how you lead from every level of the organization.
Creative destruction - Process of radical innovation in which new business models destroy old ones by changing their entire basis for their success. — Joseph Schumpeter
When the management focuses on the overall system and provides actionable strategic guidance instead of micromanaging every step of the process, teams can focus on day-to-day activities and are more likely to reach great results. Trust, transparent communication, and investing in staff to get the highest work quality is the key.
Conclusion
The need for re-skilling and development of new skills is growing. According to World Economic Forum Research, by 2022, 42% of essential skills required to perform existing jobs are expected to change. This means that we must strengthen the values in every aspect of our work, learn how to be socially smart, create connections, and understand the elements that build trust among our co-workers.
Do not resist the inevitable change. Embrace it. Arm yourself with humility and open yourself to continuous improvement and personal growth. Have the courage to involve stakeholders in your leadership growth, and this interaction will open new opportunities and make you a linchpin that holds essential pieces together.
Like it or not, the days of only being present are over.
Follow Sonja on Linkedin for more info.
Sonja Denovski, Executive Contributor Brainz Magazine
Sonja Denovski is a visual and nonverbal communication specialist, brand empowerment guru, and leadership coach. She graduated with honors and holds a master's degree in Visual communication. As a creator of a unique Personal Empowerment methodology combining three approaches - Leadership Coaching, Nonverbal Communication, and Brand Tactics, she is committed to encouraging minds of all walks to overcome insecurities and guide them in their development to strengthen their brand and become exceptional leaders ready to achieve extraordinary things. She is incredibly driven and dedicates her spare time to continued learning and traveling.
