Circle of Leadership

Nick Obolensky describes a vicious circle of "followers and leaders" in chapter 9 of his book Complex Adaptive Leadership.  This cycle is dependent on the skill and will of the followers and the responses of leadership. Below is the diagram depicting a cycle most of us can relate to in the complex organizations we live in.

This vicious cycle is the result of failing to understand the four-square model between skill and will as depicted below. 

We as leaders depend on both skill and will of our people so we may live and work that utopia we so earnestly yearn for. This utopia consists of highly skilled people who are motivated to do their best work... all the time. Unfortunately, this is not always the case (hence the suggestions in the four-square above). 

We have all seen the new guy show up rip-roaring and ready to go. The problem... he has no idea what he is doing. High motivation (or will) with low skill will need a lot of guidance, teaching, and training. On the other side of the spectrum we have seen that person who has all the knowledge, skills, and experience, but is just not plugged in. Now, leadership needs to take that proactive approach and figure out what will motivate this person to reengage and continue to produce at their expected level, or train his replacement.

In the Navy I have seen all aspects of this circle. However, because of our highly fluctuating environment with people always coming and going we have developed a standardized training process. We are constantly working on our qualifications with Performance Qualifications Standards, or PQS's, that outline from start to finish a particular aspect of a job, watch, or process. Everyone uses the PQS system in the Navy, from SEALs to cooks. Once you have finished up and completed all the required signatures for a specific PQS you may be required to take a test or oral board to demonstrate your understanding of the subject matter. Pass that, and you are now officially qualified (with a few higher ranking signatures and approvals of course). 

We essentially have three levels of training. These are trainee, new qual, and experienced qual/trainer. You usually do not move on to the next qualification without training your replacement, and everyone should know a few different jobs incase someone goes down. The mission will continue. Depending on how technical, engaging, or interesting your job is, in the Navy you will have a high probability of finding the burned-out, highly experienced, but ultra-low motivated Sailor. Why does this happen? Usually he or she has trained enough people to move themselves into a supervisory role, or they are anxiously awaiting transfer orders in which case their training has stopped (no more qualifications). either way, once they reach their next destination they will begin the PQS process all over again.

Looking back on Obolensky's vicious circle of leadership I can see a few minor tweaks that a leader can use to avoid this trap. First of all, as a leader we need to know and understand the composition of those we lead. We should have a good working knowledge of the skills, and a solid grasp of the wills. These are what we are looking for to make the process run smoothly. Another thing that can help us from not spinning our wheels is open and honest communication. Our low skill folks need to feel comfortable asking questions and seeking information. Our low will folks need to feel comfortable discussing their lack of motivation. And leadership should actively listen!

Below is a more efficient circle of leadership. One where continuous confidence building and mutual trust spin the gears. 

This is the ultimate goal of an organization. Steady production with efficiency for all. A balance between the rule makers and advice givers, leaders and followers, and the yin and yang of an organization.

JP