Å Lede Nedenfra: Statlige Lederes Rolle i Nettverksalderen

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.

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…

Amazon.com Top Twitters 21 Feb 2009

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.

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.

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).

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.

Lederskap Nedenfra, the Trondheim book launch

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.

Nomadic Dreams and Business Realities

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.

Can President Obama Exhibit Leadership From Below?

So Obama won, McCain lost. Republicans are out. Democrats are in.  What now? Obama has campaigned on change, on being the challenger, on being different. He has deployed a web savvy campaign strategy focused on micro contributions from hoards in addition to, not instead of, large donations. All of this is very trendy, very smart and very well known by now. See, for instance, Eric Legale’s blog on Obama as the President of the Internet Generation.

What few have pointed out is that Candidate Obama preached and practiced Leadership From Below. For a quick tutorial, check my post on What my Daughter Taught me about Leadership. But how can a President Obama exhibit Leadership From Below? Isn’t that a contradiction in terms? After all, it is arguably the most powerful position in the world. Why would the President need Leadership From Below?

In fact, there are five reasons why Obama still needs the bottom-up perspective:

1. Formal power if fine, but not enough

Leadership from below does not mean that you cannot have formal power. It does not mean that you need to be the underdog. It does not mean begging to lead or begging people to support you. Rather, it simply says: to enact change, I need to inspire followership. The recent book Followership: How Followers Are Creating Change and Changing Leaders by Harvard Kennedy School’s Barbara Kellerman is right on. You can only lead when you are allowing people around you to voice their concerns. Leadership From Below means never assuming you are the only voice in the room, even if you always have the last word.

2.Macchiavelli is out of date

Macchiavelli, who has been the elite’s unchallenged management guru since the 15th century said it is better to be feared than to be loved. The reason is that when you are loved, you can still be fooled, but when you are feared any challenger is a fool. The trouble with fear is that it is very unpredictable. It was ok to be a feared dictator in the Italian Renaissance, it is not ok to be a feared President in 2009. Public perception is volatile. When markets operate in fear, they collapse. When people are afraid, they turn to terror. When co-workers fear you, they simply change employer. In short, Machiavelli is out of date. Leaders should recognize that centuries have passed and complexity has increased. Not by much, I would say, but enough that it is safer to be loved than feared.

3. The US has a complex constituency

Being President does not only mean being the President of a country. You are also a global actor. The case could be made that there are more Obama supporters who did not have the right to vote than did, if you count 2/3 of citizens in Europe, and many, many across the world. Seldom has a campaign invigorated so many non voting parties, people, and pundits. While the US President does have formal power over the US mainland, his powers over the world are severely limited. Well, his powers are limited unless he plays his cards well. I believe the George W. Bush era slogan was “if you are not with us you are against us”. It didn’t play so well. Leadership from below is the way to go when you are building partnerships, trying to enlist opponents, working through intermediaries, in short, when engaging in diplomacy.

4. To enact change, a leader must be consistent

Leaders without formal authority need tech savvy, listening skills, social antennas, and a good pitch. With these you can master any situation. Many Presidents have had at least the latter two, but have let all of these skills go when they took office. But Obama will need to maintain them. The credibility of his message depends on staying open, approachable, and diplomatic. The formal authority of a Presidential office might stay largely the same when a new President takes office, but what he or she makes of it does not.

5. Military and financial crises demand buy-in

It would be easy to think that the military and the financial sector are best governed top-down. After all, employees in both sectors are well used to taking orders from above. However, it seems clear to most people that this approach has not worked and will not work, at least not now. The US is slowly coming to terms with a world where followership is more important than leadership. In his new book Tribes, marketing guru Seth Godin talks about the renewed importance of the tribal type of leadership in contemporary society. We want a leader, but we want a stake in where we are being led and why. When the military spends most of its time winning hearts and minds instead of firing bullets, and the largest banks suddenly are state owned, the model is about to change. Stakeholder leadership is suddenly in fashion. As citizens we have bought ourselves a share in the the financial meltdown. As citizens of the world, we have a stake in reducing terror and unrest. A President that does not see it as his first priority to win buy in for his views, will fail. Unilateralism is out. Multilateralism is in. Buyout is out. Buyin is in.

May Obama and his advisers read this blog and have a great day. Enjoy the first day as President elect. Best wishes, and, my advice is, stay the underdog!