One of the important objectives of any form of progressive management, be it old Scientific Management or modern TPS and the Toyota Way or Lean management, is to improve the work such that it reduces the struggles that any employee faces in the execution of their work.
Yet, when it comes to leadership, efforts to improve the work go in the opposite direction such that it makes leadership more difficult. Over the decades, leadership has been complexified instead of simplified.
What’s going on?
It is apparent that some preconceptions are much more firmly rooted than others, preconceptions such as “business is complex,” “leadership is complex,” “scale increases complexity,” “the rate of change is increasing exponentially.” In contrast, “make business easier” and “simplify everything” are poorly rooted preconceptions, if they exist at all.
Making something complex is easy. We see it all the time is business, economics, education, politics, and society. It is far more difficult to simplify. Consequently, there is a need to destroy old preconceptions that support and extend complexity, treating it as inevitable, and replace it with new preconceptions that sharply focus attention on simplification — while concurrently enabling one to develop the requisite mastery of leadership skills and capabilities.
If you are interested in learning how to simplify leadership, and the process of leadership development, please read Speed Leadership.
Or, take the online course. Both are refreshing looks at leadership and how to simplify and improve leadership no matter the type of organization.