The "Right" Approach to Running an Organization
In my last addition of leadership we dealt with selection of
leadership style, based on individual and organizational
variables. Another way to look at leadership is to consider how
it is used. We will now explore the leader's selection of the
"right" approach to running an organization.
One way to deal with approaches to leadership is to consider
builders and fixers.
Builders develop their teams or businesses to perform
successfully. They are leaders that have long term vision. They
build for the future. They are strategic thinkers. They foster
understanding and commitment to their subordinates. They train
others to work and to lead. Builders say "I may be achieving the
results but I need to make sure my folks understand and use all
the available tools and skills to continue success.. My people
must be prepared to face changing market conditions and to move
on to places where those skills will be needed."
Workers from builders' teams and companies can move to any
market and easily adapt. They have been required to use and
learn all the basics-even if they weren't critical to success at
the time. As new leaders they will be able to teach the basic
skills to their subordinates.
The performance curves of builders' teams and companies show
gradual, but generally steady improvement. Their efforts sustain
success because their approach breeds subordinates who are
capable and committed to perform, even in the absence of their
leaders. Builders are mentors and the stabilizing influences on
their teams or companies. They mold their companies and teams
for success and when they move on they leave productive
individuals that can maintain the momentum.
Fixers come into companies at a dead run and have an immediate
impact on performance. Fixers don't lead. They push. They are
short-sighted. They are tacticians. They work in the near term.
They run their companies on the strength of their authority.
They make people produce and perform without developing the
understanding and commitment that builds for the future.
Fixers say, "I'm being successful now. That's what's important.
Don't bother me with unimportant details."
Workers and subordinate leaders from fixer companies have
trouble adapting to changing conditions in the market. They have
to relearn how to make it in a tougher and forever changing
market environment. The problems is compounded when the worker
themselves become leaders. They suffer from the inability to
teach and adapt.
The performance curves of fixers' companies have a fast
rise-time. Their results may be sustainable, however, because
they are based on the presence of the fixer as the driving
force. Fixers uses their people; they produce results; they make
a name for themselves and then they leave. You have seen so many
of them in corporate level executives. When a company needs an
immediate impact they hire a fixer. When the fixer leaves the
organization usually stops producing. When they leave the
organization breathes a sign of relief.
Builders sometimes use fixer tactics in approaching the task at
hand. They know that all organizations need to be energized
occasionally. A builder knows when to stop the fixer does not. A
builder knows when to change his approach. A fixer either
doesn't know when to change or can't adapt to the need for
change.
As a senior leader you must remember that the operative phase is
"build for the future" not "fix" for the future.