Sometimes, Hierarchy Hurts More Than It Helps
Cook
We're a society that revolves around control. The structures we live with every day are organized and predicated on a hierarchy and someone being in charge. Our government works this way. Our education systems work this way. Businesses work this way.
Companies have organizational charts to illustrate who ranks where and who has the power to decide. These charts, at least on paper, say that one person is above another, and someone is above them, eventually reaching the CEO or president at the top. Even then, that individual has above them an entire board of directors that ranks higher.
Most employees aspire to move up in the organization. Doing so equates with more pay, more responsibility, and a belief that there is more control. The title is supposed to somehow imbue someone with the ability to control resources (people) in order to produce desired outcomes.
The illusion in this thinking is that the more someone exercises a sense of control, the less control they actually have. Control imparted by someone with a title is a power. The thinking is that, by the power invested in me with my title, I can control you and what you do.
The Illusion of Control
But the reality is that exercising hierarchical control makes people feel unsafe. Hierarchical control robs people of their sense of accomplishment and meaning. Merely doing as we are told is inherently dissatisfying.
The need to be safe is built into our DNA. If we perceive a threat, real or imagined, we naturally and — usually without thinking — act to alleviate the threat. If what someone does and what happens to them is controlled by someone else, then a person's energy is directed toward protecting themselves. In that sense, we use our energy for "safekeeping" purposes.
When we focus our energy on safekeeping, we divert focus from our tasks, goals, and the desired outcomes expected of us. Hence, the individual who believes he or she is in control actually has little control over the outcomes. The control of outcomes rests with the employees, and because they're spending their energy on protecting themselves, the desired outcomes are not met.
Further, when we strive to maintain control, we must divert a part of our attention toward maintaining that control, to be on alert for anything that threatens our power. As a result, some of our attention is diverted from focusing on what's needed for the business.
There are several ironies here. One is that truly powerful people don't exercise power over folks; they share power. They're accessible, authentic and, they seek and listen to others, regardless of where they are on an organizational chart.
A second irony is the recognition that employees control the company's destiny. Employees are the ones who interact with customers every day. They carry out the day-to-day tasks that move the business along. An enlightened leader embraces this and does what's necessary to foster performance.
Powerful leaders know themselves, their strengths and weaknesses. They connect with others authentically, not feeling threatened by others' skills and talents. Leaders need to provide a vision and direction for the business. They then provide the resources necessary for everyone to be successful.
Strong leaders support employees in a collaborative manner. They strip away organizational biases that may be competitive or punishing. They free employees by helping them feel safe.
This type of collaboration and support gives people the freedom to use their energy in the moment. The focus of the employee is on the here and now, not on protecting oneself.
Strong leaders share control, helping employees find meaningfulness, and supporting them in that effort. Shared control is powerful; it's not an illusion.
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Ken Cook is managing director of Peer to Peer Advisors and developer of How To WHO: Selling Personified, a program for building business through relationships. Learn more at www.peertopeeradvisors.com
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