Dear Sarma,
I managed people for over 30 years. I managed using the top-down command and control approach for my first 12 years and was considered superior to the vast majority of my peers.
However, I also realized that the very best performers were significantly more productive, innovative, and creative than the majority, which led me to question how I could bridge that gap.
I made the decision to start listening to my employees - to their complaints, suggestions, and questions. Through this process, I discovered that their complaints held some validity, so I took steps to address them. Almost immediately, I noticed an improvement in their performance. The more I respectfully addressed their concerns, the more their performance flourished. Their collective performance at least doubled compared to when I strictly enforced a top-down approach. This experience taught me that authority itself wasn't the issue; rather, it was the misuse of authority within the top-down model. By actively listening to my team, they eventually revealed to me what kind of leadership they were seeking, leading me to understand the essence of being a boss.
I later achieved a second doubling of their performance by transforming followers into independent thinkers.
For further insights, please consider reading the article "Leadership, Good or Bad"
here.
To understand how I shifted away from a top-down approach, you can read an interview with me on
Extensor.
Best regards,
Ben
Author of "Leading People to be Highly Motivated and Committed"