Empowering “tribes” within companies enables change
Taking a completely top-down leadership approach today may do more harm than good, especially when it comes to instituting change. Businesses tend to fight back against big shifts that come solely from the overall boss. This is why, according to the Harvard Business Review, it’s time to embrace the nested power structures that spring up within organizations and get these “tribes” of employees to own the changes that have to take place (Sept. 13, Warner).
Empowering tribes may involve starting with an objective rather than a fully developed plan of action. Taking that end goal to the workers and getting them to suggest answers may lead to insightful suggestions that are smoother to implement because the recommendations come from within the organizational structure rather than being imposed from above. Professionals who have a hand in creating their own next steps will realize why what they are doing is important.
Getting initiatives to work within this employee-driven structure can mean upper management forging strong ties with the most influential team members within each segment of the business. In large companies, dealing with these regional influencers will prove vital to expanding new projects to their respective sections. Leaders shouldn’t be afraid of letting local tribes within their companies become more autonomous. Building comfort and experience among regional groups can strengthen the firm from the bottom up.
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