“Are we trying to force compliance or develop leaders?”
The answer to this question is going to set your direction, and (in my opinion) ultimately your success.
It comes down to your strategy for “change.”
When people talk about “change” they are usually talking about “changing the culture.” Digging down another level, “changing the culture” really means altering the methods, norms and rituals that people (including leaders) use to interact with one another.
In a “traditional” organization, top level leaders seek reports and metrics. Based on those reports and metrics, they ask questions, and issue guidance and direction.
The reports and metrics tend to fall into two categories.
- Financial metrics that reflect the health of the business.
- Indicators of “progress” toward some kind of objective or goal – like “are they doing lean?”
Floating that out there, I want to ask a couple of key questions around purpose.
There are two fundamental approaches to “change” within the organization.
You can work to drive compliance; or you can work to develop your leaders.
Both approaches are going to drive changes in behavior.
What are the tools of driving compliance? What assumptions do those tools make about how people are motivated and what they respond to?
What are the tools of leader development? What assumptions do those tools make about how people are motivated and what they respond to?
Which set of tools are you using?
We all say “respect for people.”
Which set of assumptions is respectful?
Just some questions to think about.