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March 1997
The Work of Leadership
Heifetz, RA and Laurie, DL Harvard Business Review Jan-Feb, 1997
[ no abstract available ]
Regardless of title or position, few practitioners are without leadership responsibilities in some form. The environment of major change in today's world raises the question in even the most seasoned leaders minds of how best to guide their endeavor forward in the most constructive manner. The authors begin their article by suggesting that "leaders do not need to know all the answers. They do need to ask the right questions." They point out that one of the toughest tasks for leaders in effecting change is mobilizing people to do adaptive work. Yet, this task proves to be very difficult for most executives because: (1) it entails breaking their own habit providing their own solutions rather than guiding their staff to create solutions; and (2) adaptive change is distressing for those going through it.
The authors refer to the successful experience in adaptive change at KPMG Netherlands, a professional-services firm. They share six principles for leading adaptive work drawn from their extensive international experience with managers:
- "Get on the balcony"--leaders need to identify and share emerging patterns, rather than concentrating entirely on details or technical matters.
- "Identify the adaptive challenge"--creating trust is a priority for leaders, and this can only be done by understanding themselves, their people, and potential sources of conflict.
- "Regulate distress"--a leader must strike a balance between having people feel the need to change and having them feel overwhelmed by change.
- "Maintain disciplined attention"--a leader must help people confront trade-offs in values, procedures, operating styles and power.
- "Give the work back to people"--management needs to support rather than control and, in return, workers are obliged to learn to take responsibility.
- "Protect voices of leadership from below"--some of the most valuable ideas leading to constructive change come from people who are not always the most diplomatic or skilled in raising their questions, yet their contributions must be encouraged.
The authors conclude that contemporary leadership requires a learning strategy. They conclude by stating that "A leader, from above or below, with or without authority, has to engage people in confronting the challenge, adjusting their values, changing perspectives, and learning new habits. To an authoritative person who prides himself on his ability to tackle hard problems, this shift may come as a rude awakening. But it also should ease the burden of having to know all the answers and bear all the load To the person who waits to receive either the coach's call or "the vision" to lead, this change may also seem a mixture of good news and bad news.
The adaptive demands of our time require leaders who take responsibility without waiting for revelation or request. One can lead with no more than a question in hand."
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