It's time to get out of the way of transformation



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Gen. George S. Patton once said, "Lead me, follow me or get out of the way." More than 50 years later, that famous quote takes on new meaning as we transform the way that modern workers both lead and follow.If we look at the world of business today, we need to ask if it's time for a new way of thinking about how we manage. It's not a question of whether or not we are managing or leading. It's a question of whether or not we are being transformational in a transformational time.In 1985, Bernard Bass set forth a new language of leading that went beyond traditional thinking about managing in a contemporary time. His model of leadership was more about moving people beyond their own needs, and elevated followers through ideals, personal achievement and well-being. It was about leading through the cooperation of different people with different ideas.Many of our leaders today, however, are still stuck in competing through divisive ideology and focusing on the bottom line at all costs when people are craving a different approach.Our well-educated, talented workforce embraces continuous learning, job empowerment and a sense of professionalism at all levels.Surprisingly enough, General Patton would be happy to know that the best example I can give involves our armed services.While many may think of our military as a pyramid of policy, in fact each soldier is a well-trained, empowered professional. They may work in a larger system, but they also work exceptionally well in small teams and as individuals.Why does this work? It works because what binds them is what Bass called "inspirational appeal" and fulfillment. They are motivated by their mission, but more importantly, by an intense sense of pride, commitment and honor. These concepts are the glue to do extraordinary things in extraordinary circumstances.These concepts link people together to do something together.The Future of Everything panel agreed that contemporary transformational management practices work. Management today is about people being linked to a larger purpose combined with a balance of community and personal well-being. However, they were quick to point out that it is also about productivity and results.Balance needs to be maintained between the competing values of production, community and employee fulfillment. If we sacrifice people for the sake of production, and vice versa, we fail in the long run.The many and the oneWhen I teach graduate students, I make them write a paper about their leadership trajectory.They don't want to just follow, they want to be part of the solution, but fail to see where they fit in. They are trained to think and collaborate, but don't conceptualize they will have the chance to do that.As our students graduate and, similarly, as our troops come home from the war, they will fold into our organizations as the most contemporary workers available. They know how to work in teams, they are conceptual and they believe in a cause.They will be seeking organizations that provide structure, while at the same time the opportunity to work in teams and to lead.But if we don't balance the needs of our organization to produce with the needs of workers to be fulfilled, we will miss the next opportunity to realize political, economic and business growth.Perhaps it is time we lead, follow or get out of the way.Dr. Russ Ouellette, managing partner of Sojourn Partners, a Bedford-based executive leadership coaching firm, is project manager of the Future of Everything. Core project participants on this topic included Rick Gallin, human resources director at Veeco Solar; Morgan Smith, director of organizational development at Catholic Medical Center; and Fran Allain, employee retention manager for the New Hampshire Division of Economic Development. For more information, contact 603-472-8103 or russ@sojournpartners.com.

 

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