Last week, Forbes ran a column by Glenn Llopis that poses the question, ‘Is Leadership Irrelevant?’ The unwritten follow-up question probed though not fully answered in Llopis column, is, ‘If leadership is irrelevant, what can take its place?’ This is an issue that comes up all the time in conversations with executives. People understand that their model of leadership is broken, yet they don’t really know what can take its place.
'A Captain of Industry' by Graham McKean
I don’t think it’s a matter of anything ‘taking leadership’s place.’ What are we going to do, remove the word from the dictionary? Are we all going to wait around for someone else to make the first move? (Oh wait, that’s what happens now.) What leaders can do is adapt to a business environment that is different than the one that shaped the textbook definitions of leadership. This environment moves faster, with more, and more fleeting, opportunities for a generation of restless, tech-savvy players entering the global workforce. To prosper in this environment, leaders and the companies under their guidance must adapt. This is not a one-time only thing, adaptation is not a new program that that can be taken off a shelf and ‘acquired.’ It’s a way of life.
We call this new model of leadership Flexible Vision. Naturally it is informed by the principles of improvisation, among them:
Take care of yourself first. This is a phrase popularized by Chicago improvisation master, Mick Napier. It doesn’t mean be selfish, as in ‘get your golden parachute packed, and don’t worry about where the plane is going because you’re jumping off before it gets there.’ Not that. It means come prepared. Have a take. Be someone. Stand for something. Rock your style. What your style is doesn’t matter nearly as much as whether or not you rock it.
Begin with listening. How can you contribute to the conversation if you don’t know what the conversation is about?
Follow the follower. This is a Viola Spolin concept. The narrative was going on before you entered the scene, and it will continue after you’re gone. Don’t ‘try to make things happen.’ Connect with what’s already happening.
Let go of status. In the old leadership models, status followed a person from scene to scene. If you were the CEO that was your role, and you played it in every scene you were in. This model forced a lot of managers into a mode of pretending to know more than they actually did, to feign authority in subjects with which they were not familiar, just to preserve their status. These ‘false narratives’ are a big inefficiency in any organization clinging to old leadership models. Improvisers, by contrast, change roles and status freely from scene to scene. Though your title is ‘The CEO,’ your roles can be ‘Student,’ ‘Fearless Explorer,”Arbitrator,’ ‘Cheerleader,’ etc. Adaptive leaders adjust their role and status to fit the scene, not the other way around. And the higher a person’s rank in the company (however that is gauged), the more adaptive that person can be, because the range of roles he or she can play is wider than that of a lower-ranked person, e.g. a new employee.
Give gifts. This is the phrase improvisers use for supporting one’s scene and one’s fellow players. In improvisation, giving gifts is the most productive move there is. Those who do it most consistently? Those are our leaders.
'Made for Each Other' by Graham McKean
The extraordinary improviser,
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The extraordinary improviser,