
As leaders talk with us across sectors, we keep noticing a common concern: Leaders are expected to ensure their teams’ individual and collective growth, give and receive feedback, make decisions with authority…but have often been immersed in “command and control” leadership models. We briefly talk about different leadership styles in our 2-day ToP Facilitation Methods course, but we thought it might help to examine key indicators of hierarchical leadership. In this way, we can begin to see the water many of us are swimming in, and ultimately how facilitation can complement a hierarchical leadership style or organizational culture.
Hierarchical Leaders
Though we’re increasingly seeing a broad range of accepted leadership styles, in essence, hierarchical leaders:
make all substantive decisions, or delegate specific arenas to trusted
lieutenants
recruit “top talent” from traditionally respected institutions and
organizations
place “their people” into a clear accountability structure, with people
above and below them
give them clear directives to accomplish
receive reports on progress
communicate critical information throughout the chain
provide feedback on quality of accomplishments
A good hierarchical leader steps in when their advice or new information is needed, conditions change, communication slips, or results start going poorly. They place high value on loyalty, because they want “their people” to do what they ask, without having to share exhaustive contextual information. After all, sharing complex information takes time and energy, which hierarchical leaders need in order to make all those big, stressful decisions on their own. In exchange for loyalty, the hierarchical leader shields their people from harm, taking “the heat,” if things go badly. They are ultimately responsible, and all praise and disciplinary action proceeds through them.
But in today’s world, the amount of information available, along with constantly changing market conditions, demand more and more of the hierarchical leader. Not only that, but every field of research continues to reveal that diverse perspectives are key to high-quality decision-making.
Today’s leaders know they need more trusting, mutual relationships. They know it’s good to move authority downward–to where the information and client relationships are. But one conundrum: most organizations still embrace organizational structures in which leaders, not teams, are ultimately responsible for what happens. How to resolve this tension?
Collaboration in Hierarchy
Even if you’re in a hierarchical organization, Technology of Participation tools can help navigate change, increase transparency, and facilitate conversations that include diverse perspectives. In such a way, leaders can still retain decision-making power; they just have more tools to communicate, build trust, and make informed decisions. Some examples:
An executive who employs a facilitator to involve the board and multiple levels of staff from every department in creating a ToP Strategic Plan. The executive is clear that their role will be to adopt the decisions of the group–coordinating and enforcing execution across the organization–rather than making those decisions alone, with a consultant, or with a board committee.
A program director who uses a ToP Focused Conversation to seek advice from front-line employees before making a critical customer service decision. The director is clear that they will make the ultimate decision, but that they need firsthand perspectives to make the best one.
A dysfunctional senior leadership team who uses a ToP Consensus Workshop to redefine their work relationships and group agreements. They clarify their roles with one another and with the chief executive so they can avoid territorial behaviors and better share their power.
A community organizer who uses a ToP Action Plan to re-energize and align their volunteers toward a short-term goal. The organizer is clear that they will retain the authority to make critical, time-sensitive decisions, but will honor the desires of the group whenever budgets and time allow.
Facilitating high-quality collaboration can work within a hierarchical framework; it just depends on the ability of the leader to be clear about their role, their decision-making process, and the purpose of the collaboration.
Commenti