Picking up where I left off last Monday about connecting culture, strategy, operational excellence and customer intimacy, leaders next must provide psychological safety with candid feedback. When psychological safety is present, people feel free to “speak truthfully about problems without fear of reprisal”, as Gary P. Pisano wrote in his article, “The Hard Truth About Innovative Cultures” in the January-February 2019 issue of the Harvard Business Review.
From my perspective, in integrated organizations, psychological safety is a two-way street. If it is safe for me to criticize your ideas, then it must also be safe for you to criticize mine. However, as Pisano points out, many leaders often confuse “politeness and niceness with respect”. They forget that “accepting frank criticism is one of the hallmarks of respect.” At the same time, the best leaders know and role model clarity that “there is a difference between being candid and just plain nasty.”
Second, leaders, who want culture, strategy, operational excellence and customer intimacy to be integrated within their organization, encourage collaboration but know it comes with individual accountability. As Pisano notes, well-functioning and integrated organizations “need information, input, and significant integration of effort from a diverse array of contributors.” Employees seek help from others and they have a sense of collective responsibility.
However, these same leaders do not confuse collaboration and consensus. As he explains, “… consensus is poison for rapid decision making and navigating complex problems associated with transformational innovation.” In short, a culture where there is collaboration and accountability is one “where individuals are expected to make decisions and own the consequences.”
Third, the outcome of this level of integration is often a flat organization, i.e. on the organization chart. What the best senior executives know is that flat organizations need very strong leadership. In these kinds of companies, people are expected to take action, make decision, and voice their opinions.
Yet people must understand that within flat organizations, decision-making is often decentralized. Therefore, people need access to relevant information to make these decisions. They also must understand strategic priorities and direction.
My challenge to you this week is to reflect on all of the above blog entries on this subject, take your answers from last week, and then to discuss it all with your team. It is time we sit down collectively and explore big ideas. We need to find common ground and common perspective if we are going to be successful during the next 12 - 18 months.
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