I hear Marcus Buckingham has a book with a name like that. I haven’t read it (yet), but it is on my list. The title came to mind as I was reading Deep Change, by Robert E. Quinn. Let me give some quick context and then give you a point from the book.
One thread for 2011 that I’m really going to enjoy following is the idea of RESET. The Mission Exchange is hosting a conference in Scottsdale at the end of September by that name, and I participated in a pre-conference RESET Dialogue session last Friday. Steve Moore’s goal is not to pull off a conference as much as facilitate a dialogue on the subject of Mission in the Context of Deep Change. An extremely relevant topic. Moore’s thoughts have been heavily influenced by Quinn’s book, along with Ramo’s Age of the Unthinkable, which I’ve blogged on in the past. With that context, here we go.
A group of executives in a large state government wanted to create a leadership development program built around the idea of transformational leadership. How could they develop public administrators who would take initiative as change agents in their organizations? They decided the best route was to look for what the Heath brothers would call “bright spots” and highlight these success stories in a series of videos. Their research began to unearth a number of individuals who led dramatic transformation within their organizations: a hospital with horrid conditions for patients, an office known for long lines and bad customer service, things like that.
Teams were sent to interview these leaders. Then the project came to an abrupt end. No videos could be made. Why? Because in each case, it appeared that in order to transform an ineffective organization into an effective one, laws needed to be broken. And how can a state teach its managers to break its own laws?
To be fair to Quinn, he’s not advocating breaking the law. His point is that leaders must take significant risks to challenge the rules, policies and procedures that become law within an organization. “To organize is to systematize, to make behavior predictable,” therefore organizations are built around systems. When an organization is growing, systems provide the stability for growth. When an organization stops growing, systems atrophy into rigid boxes.
Excellence, however, never lies within the boxes drawn in the past. To be excellent, the leaders have to step outside the safety net of the company’s regulations.
Deep change therefore brings to a head the conflict between management and leadership. If management is about making processes more efficient and standardized, and leadership in a context of change is about breaking rules, then there’s going to be a collision.
Leadership development gets awkward, then. How can an organization teach its managers to break its own laws?