Why do people sign up to be in leadership roles? If we are perfectly honest, very few leaders’ top reason for wanting to be a leader is to make a difference. The universal belief system is money, power, respect, and leadership is not exempt. If the perks of freedom, more money, and rank were not associated with the role / position, how many people would still be interested in being the leader? Yes, I am very clear that being in a position does not make one a leader and a position is not required in order for one to be a leader. But at the end of the day, someone has to be the voice of reality and point out the real problems in today’s organizational management practices.
Of course, there are some key personal traits that natural leaders will possess. I’m a Virgo. I’m very detailed oriented, my work ethic is all or nothing, and I genuinely care about the well-being of others. I am a go-getter and a change agent. Everyone is not wired that way. Throughout my career, I received very fruitful training that has allowed me to become the positive vessel of growth I am today, but if I can be completely transparent, it was optional if I chose to be the leader that the organization communicated it wanted me to be. It was even optional if I put the training I received into action.
One of the biggest mistakes I see organizations making in their quest to change their culture and create a prosperous, healthy organization is that leaders are too free to lead how and when they choose to lead. Traditional leadership is entrepreneurship without the financial risk. Leaders are not expected to exemplify the standards and make the organizational vision live. I’ll use the culture of Publix Supermarket as an example. Publix is committed to creating an environment “where shopping is a pleasure.” In order to do so, there are some standards, systems, and codes of conduct that must be established to create that culture. If you’ve ever shopped at Publix and any other grocery store chain, you can clearly tell the difference in the environments. I’ve never encountered a Publix employee with an attitude. I’ve never pushed a ragged buggy. I can’t recall an employee walking past me and not greeting me or asking if I’m finding everything ok. Bottom line, Publix is developing a certain type of employee from the cashier to the manager. Anyone that does not embody the culture of creating a pleasurable shopping experience would stick out like a sore thumb in that environment. It is not optional to exemplify Publix’s leadership standards.
Manufacturing organizations must be this adamant in creating the culture they desire as well. The key is to ensure the organizational Vision, Methodology, and Culture are in alignment. Every organization has a vision to excel in lieu of competitors. In addition, it must create the methodology by which to do so, and as a result, it will create a desired culture. For example, if a company has a vision to be the leader in X, via a lean methodology, yet is experiencing a toxic culture, it’s clear there is mis-alignment and the organization is not executing its methodology. Why, because its leaders are not required to make the methodology live by exemplifying the standards. Leadership is optional.
It takes a different level and desire to change to see your organization’s weaknesses. If your organization is struggling to implement change and is on a constant hamster wheel of tradition, download my free workbook, 3 Hidden Yet Visible Factors In Your Organization That Are Stifling Culture Change and assess your organization as well as learn how to overcome these barriers to progress.
Deena Boyce is an experienced productivity management and improvement coach with over twenty years of experience in lean management within American and Japanese owned settings. Her mission is to end management and lean implementation failure in the manufacturing organization. She is passionate about proactive management and developing others using a robust management system. As a traditionally trained manager that now “gets it,” she shares her insight and expertise in an effort to heighten the awareness of the importance of the management system and the leadership behaviors within it to drive organizational culture. When we lead in purpose, we win on purpose!!