| Anyone who’s been on London’s | | | | because I see how his ‘Systems Thinking’ |
| Underground will have heard the world famous | | | | approach will transform leadership within organisations. |
| warning for passengers. “Mind the Gap” was | | | | His discussion about the two halves of organisation |
| introduced in 1969 to warn passengers about the | | | | life sees him refer to what he calls the rational half |
| space between the train carriage and the platform. | | | | and the non-rational half. The rational side holds all |
| Just like passengers in a hurry or who think they | | | | those elements we fully expect to be associated |
| know best run the risk of falling between the two, | | | | with a business and its strategy: Strategic plans, |
| businesses need to maintain conscious awareness of | | | | Directives, Job Titles, Policies, Organisation Charts, |
| the very real and tangible gap existing between their | | | | etc. These are if you like, tangible things you can |
| strategy and desire to achieve effective operational | | | | physically touch or at least see pinned up on a wall |
| change. | | | | somewhere; they are documents and diagrams that |
| Business Strategies are specific when it comes to | | | | are reference points along with targets that can be |
| the organisation's mission, vision and objectives; | | | | measured as time progresses. Then there’s the |
| Direction is clear, ROI specified, and growth | | | | non-rational half, which is where I firmly believe much |
| expectations and market share targets listed to | | | | more can be achieved at a much faster rate, |
| support both. Now the challenge starts. This | | | | particularly during times of change. These non-rational |
| beautifully constructed well thought out strategy | | | | factors form the heart of an organisation are where |
| must be turned into operational reality and if the | | | | the gold nuggets are to be found: trust, friendship, |
| strategy is one that sees the business moving | | | | power, culture, ambition, fears and insecurities, the |
| through previously uncharted waters, there will be | | | | corridor conversation and grapevine etc. |
| the inevitable changes along the way to operational | | | | These non-rational factors are more implicit and |
| practises. | | | | concern the “who” rather than the |
| In order to successfully translate the strategy, | | | | “how”. It’s these things that effective |
| disseminate it through to operations and minimise the | | | | leaders really understand and act upon. They are |
| pain experienced during times of change, leadership is | | | | tuned-in to emotions, feelings, behaviours and |
| paramount. In his book “High Flyers – | | | | motivations in both themselves and those around |
| Developing the next generation of leaders”, | | | | them. They can answer the ‘what’s in it for |
| Morgan W. McCall, Jr talks about linking business | | | | me’ question, which is just one of many |
| strategy and executive development. He suggests an | | | | employees ask when they’re expected to buy-in |
| “organisations ability to achieve strategic | | | | to the strategy, work for the good of the company |
| objectives will depend in large part on the leadership | | | | and achieve the objectives set to maximise the ROI |
| ability of executive leaders.” This makes perfect | | | | to ultimately make the shareholders or investors |
| sense but what makes an effective leader and how | | | | happy. |
| can they reduce this very real gap? | | | | So here’s my call to action for you. Pull out that |
| Really good quality effective leaders are generally | | | | strategy and take another look at it. Don’t just |
| recognised as those who have developed a high | | | | look at the how, put effort into considering the who |
| degree of emotional intelligence. William Tate | | | | and consider all the non-rational factors as it’s |
| references emotional intelligence in his book “The | | | | these that will play a far larger part in delivering a well |
| Search for Leadership – An Organisational | | | | defined strategy. Only once they are understood will |
| Perspective” when he discusses the two halves | | | | you have the solid foundation to be more effective |
| of organisation life. I’ve referred to William | | | | in closing the gap. |
| Tate in previous posts and will continue to do so | | | | |