It is lonely at the top. That’s a fact borne out in my work with senior leaders. The higher up the organization you go, the fewer peers you have. The people giving you advice have their own agendas, not nefarious…
A lot of organizations I know are in the middle of re-organizations. This seems to be most prevalent among large non-profits. In fact, it’s hard to think of a private sector client that engages in this sort of thing. The re-organization generally involves some period of consultation with staff. This rarely goes well. If tough decisions have to be made, staff think the consultation is a sham. They would rather just know what the bad news is and get on with things. If management genuinely tries to get staff input on how to change things, they may find they don’t agree with much of what staff suggest. Net result? The changes come anyway and staff feel validated in their belief that the consultation was a sham. We call that a lose-lose. Staff are now even more cynical and management has lost time and momentum.
Lesson to leaders: Your organization is not unique. Plenty of other entities have a similarly complex makeup of stakeholders, shareholders, market and geography. There are a number of ways to organize a large organization. Look at some examples and just pick one. Most will function fine if you have a decent strategy and good people. Sticking with it and building a strong culture to support your chosen direction is far more important than rearranging the org chart, again.
This came from my monthly newsletter, avidly read by over 2,000 executives every month. Sign up here corrieshanahan.com
Don’t forget to check out my new book DO IT MEAN IT BE IT, The Keys to Achieve Success, Happiness, and Everything You Deserve at Work and in Life available now on Amazon