Command and Control

Years ago managers tried to institutionalize the concept of leading their teams, not even considering the emotional impact of their style. Perhaps this is because our traditional system of management is a derivative of the military style that was necessary to manage a crisis, the second World War. In times of crisis, fast unquestioned orders are the most effective ways to lead. Combat is not a time to create focus groups or quality circles. This style is also known as "authoritarian" or "command and control" management.

But that same type of leadership was passed on to our developing economic system in the 1940's and 1950's and is a remnant in many organizations today. Most managers have never been to a leadership development program, have never read a leadership book and have never heard a leadership speaker. So they lead the way their boss led them, who led the way his boss led him, who led the way his boss led him, who. . . And it results in a command and control organization at a time when the situation does not require it, and at a time when the cultural norms of our society reject it. Leadership with an authoritarian mindset causes employees to push back and put forth minimum effort, doing only what is barely required to keep from getting fired or punished. This style of leadership removes the manager from the emotional impact of the orders given, safely distant from the feelings that show up to work everyday with the staff.

Managers wonder why there is bad morale, complacency, turnover, poor performance, and other problems in their company. The real problem is that most managers are unwilling to fix the real problem: how they lead. They refuse to change, to learn, to grow, and to develop themselves or their team leaders and instead criticize and complain about the performance of their staff. But both the problem and the solution start at the top, not the bottom. If there are management problems in your company, the resolution of them through leadership development lies squarely on the shoulders of the owner or the senior manager of the organization. There is no other person who is responsible for leadership development except for the captain of the ship.

Last week I visited four partners of a bank in Manhattan. They first called me in because of sales-related issues. After ninety minutes of me asking questions I said, "Let me give you some tough love. Your problems have nothing to do with banking or business development activities. The problems that you face stem from not knowing how to lead on an emotional level." What I meant by that was this: They forgot how to empathize with the people in their company and with their customers. They had caught "CEO Disease." They had lost touch with the heart of their organization and were managing with command and control, far removed from the emotions in the company.

"Here's an example of how you've lost touch. Have you ever sat in the waiting area of your loan department? When I was waiting in your lobby, I observed the behaviors of those here to submit loan applications. The tension in the air was thick and they were all nervous, and your lobby does nothing to make the customer feel relaxed and comfortable. They don't care about your mission statement on the wall or your awards. They want to be comfortable and relaxed and you do nothing to help them feel this way." I showed them that if they were neglecting the emotional impact of their business on the customer, then they were more than likely neglecting the emotional impact on the employees.

Perhaps you are too close to your problems. Start leading on an authentic and emotional level, get rid of command and control, and see how many problems are solved just by developing the leadership skills within yourself and your staff.

Scott Love shows managers and sales people how to manage their risk and win the game of business. He is a professional speaker and can be reached at 828-225-7700 or on his website at www.nolimitachievement.com