Monday, February 7, 2011

Food for Thought

Bill Miller, advisor on the NWCG Leadership Subcommittee, poses this thought and encourages readers to respond. . .

I believe that it takes truly exceptional Management (big M) to enable and pursue leadership within its ranks. This is not because Management (big M) is evil or "malintent" toward the people but because true leadership is visionary--sometimes revolutionary--and so often perceived as a threat to the maintenance of the status quo; and maintenance of the status quo is Management (big M)...

If for a moment, we were able to disconnect from the precepts that management personified were good or evil or leadership personified were the same and we were able to look at things simply as they were--that each has a vested interest, a dog in the fight--we would be able to move beyond judgement and sentencing and see things as they are: self awareness at another level, to operate more effectively, less defensively, on behalf of growth.

3 comments:

The Torch said...

Re: Management vs. Leadership
Vision and dedication to the ideal of the mission; (the part of the endeavor that is larger than each of us taken as individuals)transcends individual interests.

If what we are doing is important enough to us to warrent the expense of our time and lives, it should be important enough to us to work together and inspire each other to reach that common objective.

In an organization that is focused on the objective, there is no "status quo" only a snapshot in time on a spinning planet where change is constant.

In an organization with a common vision, there is no segregation between "management" and "the people". All are respected because the success of all is dependent on the contributions of each of us.

Pam McDonald said...

In "Drive," Daniel Pink has this to say about management: "Perhaps it's time to toss the very word 'management' onto the linguistic ash heap alongside 'icebox' and 'horseless carriage.' This era doesn't call for better management. It calls for a renaissance of self-direction.

I respect Pink's contention that "Too many organizations--not just companies, but governments and nonprofits as well--still operate from assumptions about human potential and individual performance that are outdated, unexamined, and rooted more in folklore than in science."

I believe when management embraces leadership development and recognizes the employee as a partner in the process, productivity and morale will increase.

Stay tuned for a future blog post on motivation.

Doug Downs said...

The Torch says "In an organization with a common vision, there is no segregation between "management" and "the people". I think that rings true, and that common vision is where we all sometimes struggle. Sometimes our visions of what could be or should be are different. As leaders (and followers) maybe that is where we need to work hardest so as Pam says we can "embrace leadership development and recognize the employees as a partner". Getting the most out of an organization has to be more than just getting the most productivity out of everyone. I think it requires true teamwork with true belief that each member is as important as anyone else. We all know consistent success depends upon equal effort from everyone involved.