I found this with junior leaders in the hierarchy, they take up too many tasks and always in chaos, do not delegate to juniors, do not share with other same ranked officers. Tried to teach them again and again, that prioritize and execute one by one. But they never learnt it and stayed in chaos. They put a seal in and around them and their job, as nobody can enter in to it. With some leaders there is fear for loosing importance, some leaders fear for loosing job. Being the front line workers of the organization, if they fail, failure is the only truth for the organization. As in the battlefield, if the frontline soldiers do not deliver the defeat is inevitable.
The senior leaders, while they are decisively engaged to discuss about policies, strategies, finances, they never share with others. Even during the crisis, handful senior leaders think, they can make the strategy to sail in crisis comfortably with their experiences and predetermined notion of forecasting. They put a seal in and around the boardroom physically and in the mind of the leaders not to share outside the boardroom to take benefit of competitive advantage and remain competitive even during the crisis. They think they will win even if the situation is not so good, because of the extreme ownership they possess for the organization and the sense of loyalty they carry. Being in a senior position, they get success at some point of time. But, they should understand if strategy is not shared and understood by all the whole essence of the strategy will be lost and it will not give right result.
A child slowly learns to sit, to move and to walk. Once he starts walking he tries to get all interesting things on his hand to experiment and to explore. Suddenly next day it finds a seal in front of the door, parents argue that it is because of its safety. Child cries to enter inside, but efforts are failed because of the seal. Failure comes to the business as it happens when sales persons do not perform to sell the goods.
The thinkers, the drivers, the motivators try to open the lock to break the seal and allow every body to come inside to learn, to share………………………………..
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ABOUT
Sasmita Samanta
Prof. Sasmita Samanta is an accomplished academician and administrator with more than two and half decades of experience in strategizing excellence in professional and technical education. Currently she wears the mantle of Professor of Management and Vice-Chancellor of KIIT Deemed to be University.
It's the fact that each and every creature in this beautiful world has to learn from others and simultaneously, delivers one's own internal & hidden views towards the surrounding. But, sometimes, the process appears to face hindrance owing to presence of igo.
The Article not only tales but tells also deeply. Heart touching narration Madam.
One has to remember, "thili kan, heli kan and hebi kan".
Exam Cell School of Civil Engineering KIIT DU
Mam, very nice to learn….
Hello Madam, You have got it very straightforward and every leader knows and realises each message given in this post. But, the irony is that, the realisation of sharing responsibility is right is in the intellectual level and never comes out naturally during the work process. Yes, very rightly said here regarding the SEAL…. There may be plethora of reasons for not doing, but overcoming those barriers and thinking about long term results should be the answer. Sharing responsibility with colleagues, juniors and seniors will not only help us grow but also our team members and the organisation as a whole and this would ultimately help us reach goals. Having said that, it is important that when every leader in the work place UNSEALS, then only long term results are inevitable.
Well written and observed.
Key findings: Motivators try to open the lock to break the seal and allow every body to come inside to learn, to share…
Excellent