Leadership From Below

November 26, 2009

Leading the EU from Below

Filed under: Uncategorized — Tags: , , , — trondau @ 8:21 pm

Finally, some praise for the EU’s choice of President and Foreign Minister of the EU.  The New York Times article on The EU’s New Leaders acknowledges that the choice of a Haiku-writing Belgian Prime Minister and a British baroness and EU Trade Commissioner was smart.

Why so smart? Well, because governance of a network cannot be based on pure hierarchical principles. For starters, because there is no clear hierarchy. Everything is alliances, soft power, give and take, symbolic gestures and horse trading.  Secondly, because hierarchy is not wanted. The EU is composed of 27 Member States each with their own idea of leadership. What they want is a negotiator, someone who can make the most of a near impossible situation.

Needless to say, this does not mean that top-down power will not be involved. The wonderfully strange thing about even such a surprising appointment is that it becomes power. In that sense, leadership from below is a very precarious state of affairs. It seldom happens, or rather, it happens quite often, but once it is recognized as such, it ceases to exist. Plain old leadership takes over. The disciple becomes the leader.

Another thing is that to Belgians, of course, the notion of their Prime Minister being an unknown figure is hard to fathom. This is another very interesting facet of leadership. It can actually be very local. Nobody is felt as more powerful than a tribal leader in a small community. Yet, his or her power seldom extends beyond a few hundred people and beyond a small physical territory. But to the locals, this does not matter.

The challenge with the EU has always been that its actions are slow to seep down to individuals. Even though the European policy debates are much more consequential than national policy debates, they are less talked about. The sociology of the whole thing is relatively straight forward. Whatever people think is real becomes real in its consequences. People refuse to believe that an organizational structure they do not understand and politicians and bureaucrats they do not know can have any power at all over themselves. However, if you have seen someone on TV, shaken their hand in a parade, and they talk about your top ten concerns (taxes, the economy, social benefits, safety, culture etc.), then you believe they really can affect change. Little do we consider the fact that politicians may well talk of things they cannot really deliver…

So, in a situation where the national scene is where heroes and villains are created, there is little scope for big Europe. And maybe that is the price we have to pay for real progress on policy issues.

The next few years will show whether this strategy works. I, for one, think that there is much to gain by testing the waters of networked leadership. The EU is the best example we have. The laboratory is a bunch of very much alive Europeans who are slowly recovering from a financial crisis. So, the stakes are high, but the results could be good, if not great. Not bad at all.

October 28, 2009

Å Lede Nedenfra: Statlige Lederes Rolle i Nettverksalderen

Filed under: Uncategorized — trondau @ 2:56 pm

Nettgenerasjonens ledere er ikke ledere i vanlig forstand. Tvert imot, de muliggjør andres lederskap. Lederskap Nedenfra er et ledelsesperspektiv der påvirkning er viktigere enn kontroll. De som lykkes omfavner et knippe anti-trender: Ki (energisk autoritet), Gemeinschaft (organisk autoritet), og Nettverk (teknologisk autoritet). Lederskap Nedenfra er et perspektiv på livet der du trenger ikke kontor, tittel, penger, ansatte. Du kan og bør ta ledelsen når det trengs selv om du ikke er satt til å lede.

May 14, 2009

Norway Teaches The World Economics

Today’s New York Times article, Thriving Norway Provides an Economics Lesson, illustrates some aspects of the Scandinavian frugality, realism, common sense, welfare thinking, and, well, dare I say virtue, that characterize leadership from below. While there are a lot of issues to be had with the conditions for taking risks, funding, and exhibiting entrepreneurship in such a context, it does avoid the excesses that the rest of the world now is struggling with.

The global financial crisis has brought low the economies of just about every country on earth. But not Norway.

For now…

February 26, 2009

Amazon.com Top Twitters 21 Feb 2009

Filed under: Uncategorized — Tags: , , — trondau @ 7:43 pm

Leadership From Below is a Twitter bestseller! It was among Amazon.com Top Twitters on 21 Feb 2009. Tweetie Buy is a site that tells you what Twitter users are buying.

February 4, 2009

The Internet Redefines Power in the Workplace

Boston, Massachusetts, February 04, 2009 Business News: The Internet Redefines Power in the Workplace, says author of Leadership From Below in a press release today.

Globetrotter Trond Arne Undheim, Ph.D., has discovered that in the Internet age, you do not have to be a leader to lead. His recession-proof message is that effective leadership is about attitude, not position.

While researching his book Leadership from Below in places such as Silicon Valley, Scandinavia and Asia, he found that the Internet generation completely redefines leadership in the global workplace. Much of the management literature misses this point by still addressing CEOs instead of knowledge workers, he argues. Undheim, recently featured in a TV interview on Good Morning Connecticut, goes on a virtual book tour across the globe in March 2009.

January 31, 2009

Good Morning Connecticut TV Interview

TV interview with Trond Arne Undheim on WTNH (Channel 8, New Haven, CT, USA) on Leadership From Below. The hardback is available on Amazon.com and the paperback is available on Lulu.com).

January 11, 2009

The Rise of China’s Good Old Ideas

We are about to discover China. When I say we I mean all non-Chinese plus those Chinese expats who might have forgotten some of their own finesse. When I say discover I don’t just mean the China displayed in Beijing Olympics 2008. That was just the beginning. Nor am I only thinking of China’s economic power. That is a given. No—the interesting part of China—the one it will take decades to discover and understand—is its cultural heritage. And with that comes culinary exploits, traditions, leadership theories—all of which will be mixed into the global reality that things need to be simple, trendy, and have mass appeal. Finally, when I say China, I actually mean the entire Chinese hemisphere—including Japan and Korea. Hence, in a few years, the Asian idea of Chi (sometimes spelled Qi or Ki in Japanese or Korean) will become commonplace. What will that mean?

The rise of Chi

Chi is Chinese for energy. Not the kind of thing we pay high Euro for in our houses to keep warm in winter, but the force that controls life itself. While it may sound strange to Westerners, even to diaspora Asians, the fact is that the Chinese have had a sophisticated civilization for several millennia, and that many of their ideas are timelessly important. Particularly that of Chi.  

Let us just enter into the logic of ki for a moment. The notion builds on the fact that you as a person constantly interact with others in a physical location. Furthermore, what we traditionally call social interaction consists of a mix of physical, social, and mental processes. These occur in and around your body, and comprise your presence. Becoming aware of ki, you can to some extent control or relay energy to where it is needed the most. However, there is no need to believe in the extreme variants of parapsychology in order to appreciate ki phenomena at their most basic levels. Gestalt psychology, a fairly established brain theory that emerged in the 1930s, holds that the whole is greater than its parts–directly in line with ki-sensitive thinking.

The rise of Chinese Medicine

One of the core ideas—one which is practiced in Chinese hospitals even today—is that healing your body has little to do with only medication. Painkillers in the traditional sense only numb the pain, they do not attack the root of the problem. The health of a person is governed by invisible energy flows inside the body, surrounding the body, and in a person’s surroundings. Hence, you treat the energy flows, not the person per se. Obviously, at a decent Chinese hospital they combine Western and Eastern healing—and many patients benefit from that.

The rise of Massage

Most people will have the sensation that foot massage affects other parts of the body. How is that possible? Well, even without accepting sophisticated and seemingly far-fetched theories like Yin and Yang and Meridians or Channels, we might have to concede there are things we yet do not understand. Many will already be familiar with some kind of Asian massage, whether it be Shiatsu, Acupressure, or any variant of Chinese massage. Asian massage is not the Swedish muscle-toned torture we know from Scandinavian massage, it is subtle pressure, often with far-reaching consequences way beyond the impacted body part. The Asian approach is to manipulate energy, although manipulate is a Western word. What actually happens is to release pressure, tension, and energy that is trapped—so the system restarts.

The rise of the Martial Arts

Chinese martial arts like Kung Fu as well as the Japanese Aikido all attempt to manipulate ki. The energy that flows inside you also likely is responsible for interpersonal dynamics – what we more commonly (in the West) call personal chemistry. In Aikido, all emphasis is on using the force of your opponent to your advantage, never adding your own negative force. Jiujitsu, another Japanese martial art, preaches the use of both positive and negative force. Martial Arts are part of global culture.

The rise of Chinese Leadership

The Chinese leadership model emphasizes connections, dignity, and trust, which are equally important for Western leaders. If you now assume I am thinking of Chinese Emperors, or even of the current head of the Communist party, Hu Jintao, or premier Wen Jiabao, you are partially right, but only partially. Chinese leadership is so much more. For one, it is in evidence every day the Chinese people make a consumer decision. Think of the consumer power of Chinese society. They will reshape post-credit crisis production and maybe transform the way we all business in the next decades. You might have guessed where this leads us: towards leadership from below.

Leadership from below, those of you who are following this blog will recall, is the view that leadership is more about attitude than position, more about peers than hierarchies. For more detail, consult my book, Leadership From Below (on Amazon.com). In any case, China is the perfect place to test the idea that leadership can indeed occur outside the establishment. If it can in China, among the most hierarchical, controlled countries on Earth, it can anywhere. Can we find examples of such things already happening in China? Sure.  Social entrepreneurs are slowly changing the makeup of Chinese society. Entrepreneurs are building companies with hybrid values—Chinese and global. But it will take time. 

Two quite interesting, and opposing forces are active in Chinese society—the force of Chi and the force of the Communist Party. The Rise of China’s Good Old Ideas will require one of them to cede. But whichever wins in China might not matter to the rest of the world (I said might). Clearly, the world has already chosen Chi—and that trend can be seen way beyond Chinatown in New York, London, or San Francisco. Just think of that when you buy your local potion of Ginseng, see your massage therapist, get acupuncture, eat your weekly ration of Asian food, or send your son to Martial Arts classes. We are all de facto believers in something so elusive that we prefer not to think about it too much. Chi—the word and the lifestyle will not go away. It signals a time where leaders must be in tune with their surroundings if they are going to lead at all. Not such a bad idea, one might say.

Leadership From Below: Lesson #9:

Successful leaders combine Eastern life principles and Western management principles. Charismatic leaders have a strong presence, are aware of how energy flows through human encounters. Energy (ki) is they key to health, intuition, as well as innovation. Discovering China’s good old ideas is worth it–regardless your ethic origin.

December 22, 2008

Lederskap Nedenfra, the Trondheim book launch

Filed under: Leadership Theories, Uncategorized — Tags: , , — trondau @ 11:23 am

December 14, 2008

From me to we

While teams can be an effective way to organize, not all teams are effective. Leadership is always a shared commodity in a team, since nobody fully controls a team process. While discipline is crucial, if you want to succeed, social aspects cannot be overlooked.

Team members share roles and responsibilities crucial to their task’s success. In one project, you may be the formal leader but depend on others for key insights. In another project, you watch others excel but may have unique experience in a vital area. If you are very outspoken, you can rally people to support you when there is time to make a decision. You may be the social leader in the group. The important thing: You must think and lead simultaneously.

In the last decade, business has been seen rapid innovation. Those who fail to innovate die — unless they operate a monopoly. (And eventually, monopolies also die, due to government regulations or because an ever-changing business environment.) Innovation grows in importance. Fresh perspectives are held in high regard but cannot possibly come from the insiders alone. And while insiders are important, one person alone cannot change much. What matters: Look around yourself, and work with what you have. Within any organization, there are insiders and outsiders. A team has a great deal of knowledge that is inaccessible those not on the team. This holds true even for colleagues who have been part of a company for 20 years.

Jon R. Katzenbach and Douglas K. Smith’s 1993 classic The Wisdom of Teams posits that corporate teams must be small, diverse, and accountable. Their follow up tome, 2001’s The Discipline of Teams, indicated that successful teams depend not so much on bonding, togetherness, and empowerment but, rather, on discipline — all of which is true. But there is more: Meetings, for instance, must be issue-driven. You have to allow time to solve the issue. Do not stick strictly to project plans. Effective teams, wrote Katzenbach and Smith, alternate leaders even when completing one task. All members are mutually accountable.

A Hollywood soundstage or a large public-sector consulting project, are both examples of team settings. A team is a small group of people, usually twelve or less, working together for a limited time to achieve common goals. If the team is larger, additional people perform marginal roles or act as subcontractors to the main delivery. A successful team is a group whose elements (e.g., people, process, leadership, and resources) lead to deliveries that match or exceed initial expectations.

Teams command a set of resources and are affected by several factors specific to their task, the individuals on their team, the setting, and the sector. Other factors may intervene.

Successful teams believe in their task and command sufficient resources to reach their goal. They have a social leader, as well as a task leader (neither of which may be the assigned project leader), and they spend considerable time face to face. When forced to meet online, they are aware of the current limitations; communicate carefully and do not spend too much time on controversial issues.

The bulk of existing research on teams indicates that while all teams are working on a task or task, most teams devote equal time to maintaining the social relationships within the team.

Teams differ in degree of complexity, and you need to know which factors come into play in your own team. Even more importantly, as we will see, every team must become a “we” before anything useful can happen.

November 24, 2008

Nomadic Dreams and Business Realities

Filed under: Trends — Tags: , , , , , , — trondau @ 12:41 am

In a typical Fortune 500 company, on any given day, only half percent of the workforce reports to a traditional office. The rest work from home, at client sites, or are constantly in transit. Studies of economic activities between world cities like New York, London, Tokyo, Frankfurt, or Singapore over the last decade show increased inter-organizational activity and networking.

Being nomadic is today’s condition, but it is not at all that glamorous. Neither is it all that fun. I remember sitting in my room in the basement in a small suburb of an even smaller town in central Norway thinking: “wouldn’t it be great to travel and work globally. I would see so many people and places and still get paid for it”. Well, now I do, and it is not entirely without its problems. For instance, I am not a good sleeper, and being without sleep when travelling is a significant deterrent to long journeys. Secondly, I have a horribly inflexible biological clock, so any time difference takes me weeks to make up for. This pretty much rules out a seamless transition between the US and Europe, just to give an example of a trajectory I often follow. Thirdly, I have a family. I also happen to like my wife and kids, so I see no particular benefit in being away from them (apart from getting more work done).

The Spanish sociologist Manuel Castells has described the last decades as an evolution into a “network society.” This society has ever more computerized work processes. Employees travel more. Electronic flows enable the exchange of information through and between large cities. Information goes through the Internet, but also through corporate Intranets and other elite information networks. These enable access, communication, and action across great geographical distance.

If nomads float on the top, they lose influence. Their managers, meanwhile, struggle to hold teams, projects and companies together. Leadership From Below, Chapter 1: Finding Your Place of Impact, page 11.

The flipside of a nomadic workforce is a lack of influence over matters that require sustained interaction in one location. If nomads float on the top, they lose that influence. Meanwhile, their managers struggle to hold together teams, projects, and companies.
How should you manage your mobility to be most efficient as a leader? You need to be where it is strategically most important to be. If you cannot be there for some legitimate reason, you need to compensate, maybe with more frequent emails, phonecalls or action through proxies like colleagues, friends, gifts, or other indirect means of influence. Whatever you do, don’t assume that power resides on the surface. You are not powerful because you have frequent flier status on ten different carriers – you are powerful because you get your company’s view across. Leadership is almost always more forcefully expressed in the more mundane actions like remembering your contacts by sending them a Facebook message when their birthday comes up, or doublechecking to confirm that a speaker is indeed coming to the right address. The contemporary leader has in many ways become his or her own secretary. We cannot affort office support anymore. Moreover, we are not in the office, so there is nobody there to support. The mundane tasks, however, persist, and may lead to an unprecedented new level of boredom. Or, you may choose to embrace it.

To every bottom-up leader out there, whether you are a CEO or a clerk. Live a little. Have some wine by the computer! Those big board decisions will come, too. But your moment responding to an e-vite about the five-year birthday of a colleague’s son might be your smartest business move this year. Or, it may just make someone else happy. Both would be worth it.

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