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There are a lot of myths about entrepreneurship. One is that a startup needs a strong public leader who takes charge, sets the agenda, rallies the troops, and almost single-handedly takes responsibility for driving forward venture. I call this the “command and control fallacy.
Now, there is no denying that startups need leadership. And the vision. And focus. It is not in question.
What is asked the “hero” model of leadership. it is certainly not the only way to lead, and not even the most effective. This is not exactly fresh news, but I think there is often a temptation for people to fall back on this style in the fast- moving, stressful and uncertain environment where there is a lot at stake … that’s what a startup is often!
What is the problem with the command and control ?
- is not effective. Exhaustive analysis by McKinsey & Co. (Based on more than 115,000 people in four years) found the “command and control leadership – still-popular art of telling people what to do and then check up on them to see that they did it – is among the least effective ways to direct the efforts of people association” (1)
- it is not strong. Relying on one person is risky – what if they are away, tired, sick or dead? It is also difficult to scale from one person, no matter how capable or efficient, can only do so much.
- It is based on flawed premises. Management does not have all the answers upfront, and employees at startup are creative, highly committed and more than able to take responsibility for their own contribution.
Moving to a better approach:
With a small group, big ambitions and limited resources, necessary startup programs to get the best from their people. Here are some tips to avoid command and control fallacy, and take a more collaborative approach to leadership:
- only hire people that character and qualifications you trust
- Ensure each person has their own area of responsibility, that they are (or may become) expert
- mutually agreed objectives, and encourage them to develop his own action plans to achieve them
- challenge their thinking constructively high and stretch the horizon of what is possible
- Resist the urge to jump in and take over if they do things differently to you
- give people room to make their own mistakes and learn from the
- Review progress as a team – what worked well, what did not, what was puzzling, what we’ll do differently?
(1) Managing your business by vBulletin evidence in McKinsey quarterly
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Source by Xavier Russo