More organizations are beginning to consider the ideas and
suggestions from the lower levels of their hierarchy. The reason is simple. The players that actively deal with the issues
and concerns of the organization on a daily basis are the ones that generally
have the best ideas on how to solve those issues. The higher up the organizational chart, the
more likely removed from what is transpiring at the lower level. The level responsible for either the
organization’s failures or its successes.
“Complexity looks messy, and control seems absent. The typical response to a dynamic and complex
situation id for leaders to ‘get a grip’ and try to exert more control – but that
is not what should be done! Such an
effort, more often than not, results in waste and the opposite effect of what
is desired” (Obolensky, 2014, pg. 47).
In my organization strategy is in play to achieve a vision
many years removed. While the
destination has been identified the methodology and means by which to get there
must be redefined in order to meet this objective. More so than ever there has been an
increasing demand to produce above and beyond our measured goals. While goals should be used as a measuring
device to track progress, they should not be dangled over employees on a daily
basis like a carrot on a stick backed with ultimatums. It sends the wrong message and demotivates
employees. If employees are unhappy of
course their work will suffer and a “butterfly effect” can take shape. If an organization is going to look for
answers from the bottom-up then it has to be sincere about taking those ideas
and suggestions and implementing them to make the organization better.
Upper levels of leadership I believe are so inundated with
mandates and directives that judgements can become clouded and one
dimensional. To counteract the
consequences of top-down strategy more trust should be given to lower levels of
our organization in an attempt to right-side things. This can only be achieved with trust! Often we are told that we are responsible for
innovating ideas that will make a difference.
If those ideas are ignored however sooner or later participation will
cease and it can negatively impact the members involved. “Effective followers temper their loyalties
to satisfy organizational needs—or they find new organizations. Effective
leaders know how to channel the energies of strong commitment in ways that will
satisfy corporate goals as well as a follower’s personal needs” (Kelley,
1988). When organizations enter a cross
roads they have to evaluate whether or not the pieces they have in place are
the one that will suit their needs.
However, they are not the only ones making that same evaluation. Disrupting organizational harmony can lead to
employees seeking opportunities elsewhere.
ERAU has an opportunity to reach the destination it has
envisioned but it will not do it without the assistance of those at the bottom
of the organization. The organization
must rely on those in the lower levels of the organization in order to reach
their destination. This is where
innovation lies. This is where passion
and emotion live. By nurturing and
fostering an environment of support to those at the lower levels ERAU has the
potential to reach their future goals.
They have to trust us to get there.
Hopefully I will get the opportunity to play a larger role in the
organizations future. I believe in the
culture and in what we do. In return I
hope that the organization believes in me.
I am willing to go along for the ride.
Kelley, R. (1988). In Praise of Followers. Retrieved from https://hbr.org/1988/11/in-praise-of-followers
Obolensky, N. (2014). Complex Adaptive Leadership (2nd.
Ed.). Burlington, VT: Gower Publishing Company
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