In the previous issue of the Ombud’s Corner, we met Stefano*, an experienced leader in the Organization who is reflecting on whether the authoritative management style that he has cultivated for years is still working for his career and, above all, for the well-being of his team.
We followed Stefano as he reflected on why he likes to take decisions unilaterally. He has now gained a better understanding of the reasons behind his reluctance to let go of control.
In this second act, we will see how Stefano determines which type of leader he wants to be, at this stage of his career.
It takes a lot of courage, effort and patience to move from being a lone wolf to an influential decision maker. It requires your team members and stakeholders to change their perception of you. Here are some ways to get started:
- “No one knows everything.” This is true of anyone and true of Stefano, and it is perfectly OK. Only by taking this humble view will Stefano be open to seeking other people’s perspectives, knowledge, views and experience. More important than having the final word is the achievement of his team’s objectives and the promotion of a collaborative spirit.
- Asking for input is not a weakness. Stefano needs to acknowledge that his way is not the only way to do things. Searching for external factors and perspectives, opening up to other possibilities, far from damaging his authority, would increase the quality of his information and, therefore, his rate of success.
- It may be difficult for Stefano, after such a long career in the Organization, to remain curious about new technologies, new trends, new people and new processes. Still, not only would curiosity allow him to make better decisions, including strategic ones, it might also put him in a better position for career advancement.
- Finally, Stefano needs to determine whether he wishes to be a short-term or long-term thinker. Taking unilateral decisions without thinking about their impact in the longer term may have a negative impact on a team’s morale and result in a loss of institutional knowledge and a potential decrease in productivity.
Dr A. Edmondson, in her book The Fearless Organization, reframes the role of the boss whom Stefano would like to be, using a matrix:
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|
Default frames |
Reframe |
|
The boss |
Has answers |
Sets directions |
|
|
Gives orders |
Invites input to clarify and improve |
|
|
Assesses others’ performance |
Creates conditions for continued learning to achieve excellence |
|
Others |
Subordinates who must do what they are told |
Contributors with crucial knowledge and insight |
With a good understanding of the reasons behind his current inclination for an authoritarian style of management and a clear vision of the type of leader he would like to be, Stefano can now take practical steps to change. We will discover how in the next and concluding article on this topic.
Laure Esteveny
* Name is fictitious.
This article is inspired by a Harvard Business Review article (March 2023), Becoming More Collaborative — When You Like to Be in Control.
I would like to hear your reactions and suggestions – join the CERN Ombud Mattermost team at https://mattermost.web.cern.ch/cern-ombud/.