Tag Archives: style

Fostering proper Command and Control Management and or Leadership styles are impossible without a doctrine.

10 Mar

Part one; the current situation as it exist now


True leadership development requires very specific skills and structure, it is “truly” a matter of specifics, not “mere semantics”, the likes we have practiced and experienced at business school thus far.


Command and control have been written about for ages, and at the risk of writing yet another stereo type piece. I assure you it’s not. Management is complex and subtle, it’s challenging and diverse, and it’s also planned and specific.

However, it’s all to do with the people, and how we get them to navigate, assimilate, understand and act on these elements, that make the difference, it’s all about leadership style, and management.

This article deals with the challenges we face in leadership, and leadership shortages, training, development, and style. The challenge of addressing the shortage of great leadership in society is a huge problem. The chasm between academic qualification and doing the real job, have become huge. Lots if not most of what is learned previously is now wasted material, as there is no connection any-more  between theory and practice, and between management and leadership either it seems.

By having only focused on the traditional route of developing future leaders for far too long, we have missed the cardinal truth about leadership development and its requirements for this day and age.

We have failed, they come out of the box (university) – (maybe this is why people say “think outside the box” – because they realise that the box (university) is running pretty empty on current reality and truth – wink -) with their expiry dates passed already; now it’s time to shift that emphasis and explore radical and revolutionary new insight that could change the way we manage, and train managers forever.

By only shifting the business leadership style with a paradigm to that of “commanders”, we could change the entire paradigm, and the outcome, of what future leaders should look like, some believe that we have migrated away from command, because it became un-popular, not dysfunctional.

 Now there is a clear move back again, but what will we find, or will we raise the phoenix, and give it a new design, one that fits. This would imply changing the emphasis of command and control. Starting with the training, today it is a job for people who have been there – teaching leadership is no longer an academic license, people in the know, that have mastered both leadership and management, as well as command and control need to take the lead here, and not the university prof, or slick consultant, no these types with their “white coats and thick glasses” need to stand aside now, and make way for the man in “overalls” to teach leadership styles.

They can still teach us the likes of business dynamics and acumen – business wisdom. However, I believe that leaders need to be forged and shaped in the heat of battle, and then only “tempered” with business wisdom, and polished with the skills I will discuss here.

The question of leadership models and a future focused leadership career path is on everyone’s lips, as we have a leadership in decline crisis now the world over, and it’s not improving. Still there is just talk and no active turnaround strategy yet?

Some believe we are suffering this effect directly as a result of us having moved away from hard – command and control models, to soft and fluffy, “ cheer-leading” models of management.

We see it daily – all our leaders are just not high calibre people. And no, we cannot measure them against anything we have had so far either, if we keep doing things in the same fashion, we will keep getting the same results. In this instance; out dated leaders, with wrecked leadership skills and models will keep appearing if we don’t change the way we see, and bring about leaders, it needs to be a holistic approach, from the cradle to the grave. Otherwise we will keep having a leadership crisis. Allow me to explain…

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Only Seconds from Disaster

1 Apr

How far do you think you are you from disaster, with your current management style?

Is it still business as usual for you, everyday? Just applying sound business practices, systems, policy and procedure. All the academically correct stuff you were taught, and have refined to a fine art.

Then you are okay, all you will need is to know how to sharpen the saw, (your mind from time to time) with new knowledge, in order to sharpen the strategy. You also do realise that daily any strategy will require some sort of orientation and drive towards bettering the strategy as it grows. You are set; nothing is in your view that does not look good. Furthermore, this type of thinking is common and general application. This is a good business principle and practice then.

However, how far from the leadership edge are you really moving, are you seconds from disaster, and don’t even know that you are facing imminent collapse just by navigating your mindset like this. No I’m fine; my job is simple grow business, improve operations, and cut costs…

Is it that simple; enhancing the competitive advantage is arguably one of the most commonly used principles in business today? It is headline in all the business articles on how to, what to, and when to get more advantage. We go from analysing our competitive edge, to customer satisfaction, to production outputs, and the list goes on, and on…

However; have we ever considered that what we are really looking for, is right here, we don’t need to solve old problems in new ways, the answer is right in front of us…

No?, it can’t be. We know business it’s never simple, it’s always complex.

Some refer to this dilemma as the leadership trap… mmmm, so what’s n leadership trap?

Well, the principle is that a leader is only as strong as his people, and the people as strong as their weakest link – their culture.

What we seem to forget although we read a lot about it lately: That leaders influence culture directly, or should they? – see the article i am changing culture come hell or high water by Reinier Geel – because culture connects directly with strategy; so much so that it influence every single aspect of it.

Much of what is at the heart of any culture today will not be revealed as rules to follow, in order to belong. It’s not the rules it’s the designation, or the authenticity that make you belong or not.

Culture extends natural boundaries and laws, it has it’s enlighten and dark-side; weak leaders weak culture, strong leaders strong culture, it’s all related like a soup. Every element makes up the total aroma, and taste.

We are only seconds from disaster if we do not look at business as a matrix of interacting segments forming a totality. Systems thinking must now include the sociological approaches and political aspect of culture, as well as cultural influence, to align strategies with it goals and objectives. We can no longer distance ourselves from it. As it impacts; directly, at several levels of organisation – penetrating the paradigms of management and business philosophy deeply. The place where it is felt and observed most is when we start forming, storming, norming, and performing… as management. How we connect the dots… will reveal who we truly are and how this culture works for us or not…

This is the leadership trap; leaders and managers have become trapped in culture, they have to now carefully consider and rethink every element of directives that they give; as it will be infected with culture and politics.

This will not be a problem, or a concern, if the culture is a sterile business one, and free from adverse influence, because of a greater collective awareness, throughout the corporation. Only when we all subscribe to the same ideology, and consciousness, guided by a recognised company doctrine, will we form the required strong business culture. In the absence of any doctrine, the norm will prevail, and set the tone for the company to follow as its culture. This has become the rule rather than the exception.

Is this wise? When we now realise that culture is also significant in all we do, hear, say and speak. We tend to start practicing silo management, in the absence of true business culture that is A-Political. Then we get the norm, then its every leader for him self…when the culture is not on track, and uniform. Then we see moral weakness, worry, uncertainty, and stagnation set it…again, seconds from total collapse, these are the signs of the leadership trap opening up; then corruption and all other evils follow. Unity is strength in all things, divided we fall, united we stand.

Again, culture connects with strategy and structure, because it’s the golden thread that links us to our organisations, and then back to our roots. If there is no solid corporate culture, then we can be sure that personal agendas will dictate culture and these traits will become norm.

Nothing correlates if not for culture; we cannot work together if we do not set aside certain cultural issues, and come to grips with diversity, and enmity ( hate, ill feelings, distrust, suspicion etc)

We are truly second from disaster if we allow the leadership trap to open, and stay open; strategy without implementation, or action, is stimulating, but very unproductive. So too is a diversified co-operate culture…it will just not be able to produce, because diversification, is just that, it renders different ways of doing things in a divers manner- “right”.  We can either subscribe to the one or the other but never to both ways of doing things, and therein lies the crux, of stagnation, and under performance, when we can be seen to be doing the right things, or doing the thing right. I assure you there is a marked difference…

People’s culture can fire up, or kill off, corporate culture. Therefore culture in both forms, become internally inhibiting or empowering attributes of strategy. The aspect of Culture on society and business has become a driver of change and initiative, informing strategy, both positive and negative, culture will and can eat strategy for breakfast, if we can’t control it.

So ask yourself how is your business culture doing?

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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