By Erika Clegg
I’m going to say something contentious: I do not believe in recipient-led strategies.
Many organisations' endeavours to do this are responsible for the pickle we find ourselves in today. Effectively handing over the creation of a path to those who’ll take it is not empowerment, it's dereliction of duty.
This is a Leadership issue. It’s too easy to flip-flop between unintended dictatorship and leadership-by-committee. Great Leaders are wise Leaders, and effective strategies have to come from people who are experienced, informed and qualified to create them.
I do believe very strongly in establishing deep context. That includes really understanding and drawing alongside the people who are on the receiving end of your decisions, not just sending round wonks with clipboards or, worse, an online questionnaire.
Whether your focus is internal or external:
🔭You’re going to have to make the effort to discover which people and groups are the social glue
🎓You’ll need to connect respectfully, with a learning mindset, and making a long-term commitment to the relationship
🤞🏼You’ll want to do everything in your power to find out what the real hopes and lived challenges are for people you impact
🥾You’ll be keen to know where paths might open up to deliver the change you’re making
🐘You’ve got to read the (metaphorical) room: what’s the mood, what’s the lingo, where are the (metaphorical, unless you run a zoo) elephants hiding?
So yes: make people part of the process. There are all sorts of good reasons for that. But don’t hand it over.
You’re a Leader. So lead.
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