Burn the org chart.
The industrial machine loves the org chart version of leadership. In fact, it requires it.
The org chart used to lay out the structure of leadership. Where am I? OK, I’m under this box here. Who’s on top of that box? OK, let me go ask that person what I should do because they’ll know.
Then the industrial machine enforces the org chart version of leadership. The top of that box tells the names inside the box what to do, then flows those directions on down to the name on top of the next box. And so on down the org chart.
And how does one become a leader in the industrial machine? Why, get your name at the top of one of the boxes, of course. We used to promote the people who were good at their jobs, or good at telling those above what they wanted to hear, assuming that would make them good at the job above them on the org chart. This person is awesome at writing code. For sure, they’re gonna be great at telling all the others what they should do.
The new paradigm requires true leadership, not org chart leadership.
Leadership in the new work paradigm does require a top-down skillset — vision, what we care about, willingness to try new things (that might not work), connections, and who can best help with what. But it also requires a bottoms-up skillset — willingness to listen, courage to forge ahead, ability to change one’s mind, and the persuasive skills to enroll the team.
The org chart does have a purpose, though — to give you an idea of “who’s doing what.” If you’re wondering who to talk to or you’re looking for some expertise outside of your circle, the org chart can point you in the right direction.
Other than that, you might as well use that org chart as a wall decoration.
