Human is the problem
I've spent 10 years implementing software solutions for corporations and delivering business process optimization & automation. I was spoiled with expensive and high quality software (and projects). In an expensive implementatuin, the process' outline looks perfect, the system architecture is flawless, the code is fixed a million times and tested a thrillion times.
But when it comes to getting the teams to carry out the processes using the software, you are doomed to face troubles. People are lazy, they have their own vision, they forget, and so forth...
How to make people work the proper way?
You can suppress them and get them to do it, or you can set up a context where the desirable behavior will be the most obvious and available for the people.
These two ways can take different forms. For example according to the "5 levels of leadership" model by John Maxwell, the first three traditional levels (leadership based on supremacy, relationships and professionalism) are all about "getting them to do what is required". Yes, the forms vary and do not always look as suppression, but any of these options produces the same shortcomings:
- Lack of initiative, as the leader knows better;
- Lack of personal engagement leading to low productivity and loss of specialists;
- Expensive management - too many people who take decisions and enjoy big salaries but produce little value.
These limitations may have been neglectable before, when masses of people took employment for granted and seriously needed someone to create and ensure their workplace, no matter how inconvenient it was.
Today, leaders have to change, first and formost to change their management style, in order to keep leading the market. New teams that enter the market overwheight the oldies with their awareness, ideas, ability to collaborate, and starvation! They will turn the markets upside down once and once again as Uber, Amazon and others have done it before.
Setting up the context
The leadership of levels 4 and 5 according to Maxwell are leaders because they set up a context where others grow. They foster other leaders of their path and coach them to become leaders too.
There are different ways to develop leaders, and the circle method is the way that gets people to be leaders, act like leaders, take responsibility and realize their own ideas right from the start!
Here are the 7 steps to coach a leader according to Maxwell, interpreted by the circle method:
|1. reqruitment||search potential leaders||each one is leader by definition|
|2. positioning||specify a position one fits for
||circle positions one based on needs|
|3. modeling||show one what leadership means
||feeling the leadership in one's guts|
|4. support||leader's help in practice
||circle's help in practice
|5. growth||exiting the comfort zone||exiting to a larger circle
|6. confirmation||success situation creation
||living the success situation
|7. control||evaluation of independent thinking
||the circle evaluates
Circle leadership's benefits
The circle does not deprive the old formation leaders of their leadership. Yes, it may challenge the leader's ambitions if one wants to keep using others not investing own efforts. But this type of leaders faces extinction anyways, and my humble opinion is that they deserve it.
Circle is a form of collaboration where every member is a leader. The one who organizes the circle gets the credits for his leadership as the circle master. The best way for a level 3 leader to step the ladder to level 4 is to become a circle master.
As a circle method, you now longer need to bother how to distribute the work, control the people, keep your position, shape your vision. The circle does it all, and your job is to keep the circle going.
Circle leader's competences
The best way to describe these competences is the discussion rules for circle conversations. Read them and think of them as the style of thinking and behavior, not just regulations for speakers in a circle.