Sunday, April 13, 2014

A633.3.3.RB_RuggerioSteven


Profits and Prophets: The Power of People

In The Art of Possibility, Benjamin and Rosamund Zander (2000) said, “A monumental question for leaders in any organization to consider is this: How much greatness are we willing to grant people” (p. 73)?  As a conductor with the Boston Philharmonic Orchestra, Benjamin Zander understands the importance of synthesizing talent.  He explains in the chapter titled Leading From Any Chair “Leaders should speak to the passions of their people and look for opportunities to hand them the baton” (p. 74). 

Zander quoted a musical student, Amanda Burr, who said, “I learned leadership is not a responsibility—nobody has to lead.  It’s a gift, shining silver that reminds people huddled nearby why each shimmering moment matters.  Things change when you care enough to grab whatever you love, and give it everything” (p. 74).  Leadership has evolved from being about the qualities of one to encompassing the passions of many.  In today’s complex world of technology, knowledge, and globalization, leaders are learning that there is a significant competitive advantage in creating an atmosphere where passion and commitment meet goals and objectives.  

St. Luke’s Communications and the Morning Star company have demonstrated that people are committed to greatness.  They have achieved profits and double-digit revenues that debunk McGregor’s Theory X perspective and embraced his Theory Y.  Creating a firm with no bosses, no promotions, and no hierarchy can feel as scary as walking over Niagara Falls on a tightrope.  However, demonstrating trust and releasing the human desire to achieve may be the new frontier for organizational success.  For those who doubt its validity and discount its success, they need to look no further than the model implemented at W.L. Gore & Associates.

Alan Deutschman (2004) in a Fast Company article tells of Gore’s approach as “A place with hardly any hierarchy and few ranks and titles.  He [Gore] insisted on direct, one-on-one communication; anyone in the company can speak to anyone else.  In essence, he organized the company as though it were a bunch of small task forces.”

Diane Davidson, a new Gore employee kept asking, “Who’s my boss?”  Her sponsor (a fellow colleague assigned as mentor; not boss) replied, “Stop using the B-word.”  Davidson found that “your team is your boss, because you don’t want to let them down.  Everyone’s your boss, and no one’s your boss.”

At Gore, leadership is not about being in charge.  Leadership flows from talent.  Deutschman (2004) defines leadership at Gore as “natural leadership.”  He said, “Leaders aren’t designated from on high.  People become leaders by actually leading, and if you want to be a leader there, you have to recruit followers.  Since there’s no chain of command, no one has to follow.” 

Gary Hamel (2011) said, “Inefficiency stems from top-heavy management models that are both cumbersome and costly” (p. 50).  Highlighting the success of Morning Star, Hamel explains that “Employees (colleagues) are ridiculously empowered yet work together like members of a dance troupe” (p. 52).  By operating with a view of self-management, Morning Star and the team at St. Luke’s are encouraging a trust in people.  In speaking of Morning Star, Hamel said, “Developing personal mission statements facilitates a shift from “rule-driven compliance to peer-negotiated accountability” (p. 53). 

Likewise, Diane L. Coutu (2000) referencing St. Luke’s Communications said, “At other firms, people can hide.  They can hold back.  But here we repeatedly ask people to go where they have never been.  Our employees must take nothing for granted; they must peel away all the levels of their personalities to become who they really are” (p. 145).

Releasing passion in a company is similar to releasing a person’s gift or talent in a church.  At The City Life Church (TCLC) in Newport News, Virginia, Pastor Fred Michaux believes a person’s gift makes room for them.  Meaning, your passion and abilities as designated through service ultimately creates a place for you to lead.  In short, the church is not about a place of titles, positions, and pulpit possibilities.  Rather, it is a dynamic operation of individual hearts collaborating on a mission to bring the Gospel to the community while facilitating personal transformation and healing.

Like Morning Star, St. Luke’s, and W.L. Gore, The City Life Church does not operate from a rigid hierarchy; but rather, within concentric circles of accountability.  While there are pastors and leaders at TCLC, they are created organically.  Fancy credentials and traditional titles are not promoted and advertised.  Flying in the face of religious tradition and current church hierarchy, TCLC believes that leadership is not bestowed but recognized. 

Outreach programs, adult ministries, and missionary initiatives are “managed” based on an individual’s influence and peer followership.  People are not “assigned” to teams but rather a team is built based on its gravitational pull.  In short, followers support ministries that connect to their passion.  With a culture of experimentation, population promotes the success, failure, or continuation of a ministry.  It echoes the simplicity of the 1989 film, Field of Dreams, “If you build it they will come” quote.  In other words, if they “don’t come” then the church doesn’t force it.  By letting the congregation determine its needs, individual leaders merely facilitate a path and help guide rather than force people into traditional boxes such as Sunday School or small groups. 

Today’s press-and-click expediency has forced church leaders to rethink new ways to reach the next generation of up-and-coming leaders.  Since the process of spiritual maturity is a lifelong journey, individuals can get frustrated with the process.  By integrating the church with mentors and coaches, Pastor Fred has released people who want to help other people.  Giving people freedom to minister to others has created a church of pastors rather than the mantle of leadership resting on one man.  One pastor cannot possibly meet the demands of a large church with over 200 members.  By letting leaders lead and coaches’ coach, each individual member feels valued. 

Coutu (2000) said, “People scream out for individual mentoring which has replaced conventional management in many ways” (p. 146).  Historically, congregants were led merely by Sunday morning sermons.  The pastor visited a family only during difficult times.  At TCLC, everyone has taken on the responsibility of helping everyone.  It is not the pastor’s responsibility to disciple, teach, and develop new leaders.  One person cannot possibly pray with every person for every need. 

Lastly, TCLC is similar to W.L. Gore in that there are functional ministries and structures; however, these structures merely highlight passions and generate focus.  They do not operate within an atmosphere of self-entitlement or royalty and rank.  They recognize they are servants of a higher calling.  From profits to prophets, both TCLC and W.L. Gore realize the potential of their people and are willing to take great risks in promoting these beliefs. 

Steve

References:
Coutu, D.L. (2000). Creating The Most Frightening Company On Earth. Harvard Business Review, 78(5), 142-150.
Deutschman, A. (2004). The Fabric Of Creativity. Retrieved from http://www.fastcompany.com/51733/fabric-creativity
Hamel, G. (2011). First, Let’s Fire All The Managers. Harvard Business Review, 89(12), 48-60.
Zander, R., & Zander, B. (2000). The art of possibility. Boston, MA: Harvard Business Review Press.





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