Pushing the Leadership Envelop

Pushing the Leadership Envelop

Pushing the Leadership Envelop

It can be interpreted in a variety of ways depending upon who is looking. I have seen people drive themselves and their teams hard in the quest to achieve results. There is nothing wrong with that, provided the furious activity results in creating desired velocity (a product of speed and direction) in an environment conducive to learning and growth.

When organisations and leaders decide on a policy to push the envelope, which can not be a continuous process for fear of early burnout, there are few pertinent issues which merit consideration.

Firstly, the 15 percent theory must be applied diligently to ascertain the velocity required to be generated. The intent must be very clearly debated, designed and conceived to provide the doctrinal umbrella under which the organisation should operate.

Secondly, the ownership of ideas should be transferred to the people responsible to execute the desired missions. This calls for flattening of hierarchies and creating an environment of trust and faith. It should lay down the parameters of work culture reducing one up man ship in the organisation.

Thirdly, the empowerment module under such conditions requires adequate latitude to each leader to operate independently with in his/her sphere of influence.

Fourthly, there should be a regular work audit to ensure teams maintain direction.

Lastly, while pushing the envelop, it should be the foremost duty of each leader to ensure that his team does not burn out doing non essential activities.

Organisations must continuously push the envelop - but this should be a fun activity aimed at bringing out the best in each team member rather than focusing on profits.

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