If you’ve ever been in
one of my Leading
Change workshops
you know that I believe that business change environments dictate the style of
leadership you should adopt. For instance, Business As Usual is best served by 'Champion' leaders,
while Crisis situations require a more directive 'Captain' in charge. Traditional leadership
models often fall short during intense organizational change.
The
center's trauma teams are made up of three key leadership roles: the top-ranked
position, held by the 'Attending' surgeon; the second-ranked 'Fellow' position,
followed by the third-ranked 'Admitting' resident, with the players changing
from day to day, week to week and month to month. A trauma team's lifetime is
short - about 15 to 60 minutes - with individual leaders coming and going while
the leadership positions remain rigid, but flexible.
Researchers
observed that the team's active leadership role shifted frequently and fluidly
among the three individuals. The researchers described what they saw as a,
"paradoxical leadership system characterized both by rigid hierarchy and
dynamic fluidity." They watched junior members of the triad defer in times
of their own uncertainty, and more senior leaders step up, only to step back
again when the junior leader could handle the situation. This dance of
leadership allowed for minimal errors, shared accountability and critical on-the-spot
learning and mentoring.
Is
your company going through a time of intense change? Could this model work for
you? Perhaps this 'tag-team', 'relay-race' approach to leadership is a best
practice in the making.
Leave
a comment below and let me know what you think. I'd love to hear about your
leadership roles and how they actually get played out in a crisis.
Remember, you can change it - we can help!
1 comment:
Tone and timing are critical. Should have a "checks and balances" feel. -Rick
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