Re: Leadership and Personality LO2631

tim smith (timsmith@RedShift.Com)
Wed, 30 Aug 1995 08:15:32 +0000

Replying to LO2622 --

>Not sure why an organizations mission should not be clear. I
>read some inference about clear missions not being possible
>in today's world? I fear for those folks who won't spend time on
>it. Tell us more where and how this can occur.

I have always felt that the military's mission was always quite clear,
while missions in organizations frequently are not. The complexity with
which we must deal requires much clear thinking-that takes time, as you
note, and that time is not often seen as 'productive' in many
organizations.

>The part of military I was a member of 23 years ago was less
>centralized and with a clearer mission than most of today's
>organizations. From my spot as a first line supervisor to the
>commander of the Army was 8 layers of people. This was so in a
>HUGE organization, 23 YEARS AGO. Perhaps the fascination
>with the military is that they have done and continue to do some
>very right things.

It is also a very different organization, in fact, it is not 'civil' in the
way we think of 'civil' society. It has its own command structure,
judcical body, and laws that require a kind of obedience not found
elsewhere, as far as I can tell. These circumstances, like Clyde's game,
lead to a view (not necessarily wrong) that delimits leadership in ways I
cannot agree with.
>
>In some LO circles, we ache for scenario development. For those
>of us who have seen a war room, or participated in simple
>military planning, we wonder why the military can do it for the
>sake of learning (planning as learning) and preparation, yet
>today's well-informed organizations can only laugh at those
>military fools for wasting so much of their taxpayers money. Too
>bad we can't force organization chiefs to spend a least a few
>hours a month simply THINKING about their own behavior,
>their organization's futures, people and customers. But, these org
>chiefs can't waste their time doing that. They are action (elbows
>and legs flailing) oriented.

Ageed completely.

>
>You may know this but I do not. I use "out front" in a less literal
>sense. As I saw the writing from Clyde, it really was that leaders are
>OUT FRONT. Not necessarily physically as we might see in marching.
>Not necessarily first, foremost we think of when we imagine people
>who are first to talk, first to act; compulsiveness par excellence.
>No, out front in the metaphorical sense, meaningful sense.

I accept this definition, but its not merely physical, it is nominal as
well. The 'captain' is not the only leader in a small unit, in fact,
he/she may not be much of a leader at all, no?
>
>My meaning for "out front" (and in a Learning Organization) is a
>person who formally or informally helps others to feel comfortable
>taking a risk now and then, helps people dig out what is in them to
>offer a better future for mankind, a person who says if you need to
>someone to go first - I'll go; a person who is a risk taker, a person
>who first offers love, truth, trust expecting nothing in return except
>a recipient who felt better for the moment about what their life is, a
>person ... I could go on and on.

Yes...well said.

>
>I stay with the distinction between leader and manager. I like what
>Clyde added to my thinking. I find it useful to refer to the manager
>who "just happens to be there". Leadership is not appointed by
>management.

Not sure what this means..appointed. Leadership arises from the ground of
the individual's being, regardless of place in the hierarchy. Managers may
become leaders, and leaders must manage. Again, what is the point of the
dualism?

>Being physically "out front" is only a way to tease the manager into
>thinking they may have something to contribute - control of
>intelligent human beings.

Not sure about what this means either 'tease the manager....etc'. Can you
clarify? Who is doing the teasing? What is to be 'teased out'?

I appreciate your thoughtful responses, Dave. Thanks

--
Timothy Smith
Principal, Wheelwright Associates
Organization Transformation Consultants
P.O. Box 221668, Carmel, California 93922
Phone/Fax (408) 624-8138
timsmith@redshift.com