This week, I want to touch on the fact that when we talk about leadership, we can often fall into the trap of thinking about the way in which we lead our teams as opposed to lead organisational outcomes; sadly, this sole focus reinforces organisational silos, reduces diversity of thought; and results in missed opportunities.
This article (What Is Lateral Leadership and Why Does It Work So Well? | Inc.com) describes it as:
“...understanding the drivers and motivations of your peers, strengthening relationships and building coalitions. It’s about knowing the best next step for the organisation and assembling the team to get there – all without line authority or mandates.” It also covers some of the reasons why we don’t instinctively act as lateral leaders: for example, “People at equal levels (think VPs, directors, chiefs of whatever) grow attached to “their” programs, systems, and people. Some resist or even resent their peers peeking in and asking about their approach, identifying issues, or recommending action items. A defensive reaction is understandable. After all, that’s their titled position. Their ability to manage it directly ties to how they’re evaluated and compensated. And while the guarded behaviors might be understandable, they’re not productive and slow growth”.
With that in mind, take time to think:
- This week, how much time did you spend engaging horizontally with your peers on issues vice up and down your hierarchy?
- If there is a big difference, why is that?
- Pick a specific issue on your mind; are you confident that you have engaged all of those that you need to in order to take it forward successfully?
- What has stopped you from maximising lateral leadership to date? How will you put more lateral leadership into practice?
As leaders, we can show our people that we are role modelling the changes that all of us want to see. Let’s be better and be the change – contact [email protected] if you would like help to do so.
For more articles, encouraging you to think and be the change – visit here.