The world around in which we live is in a constant state of flux. Dr. Stephen Covey calls this state “permanent whitewater”. This truly provides a wonderfully illustrative metaphor. Most of us have seen either a real crew rowing competition or a competition portrayed in a movie or a television show. We can visualize in our minds eye five or more individuals, facing backward, rowing, in unison, to the steady beat of the coxswain shouting “Row, row, row…” A crew event is performed in a lake with relatively placid waters. Contrast this with another type of competition: two- person kayaking. Each sport involves water, and boat, and some means of locomotion. Those are, in fact, the only similarities. The crew competition harnesses the power of the group responding to one voice. Kayaking successfully involves making split second decisions without verbal communication between the two participants.
Imagine what would occur if a crew team attempted to traverse a course laid out for kayaking. The results would range from comical to tragic. Remember, on a crew team, only one individual, the coxswain, can actually see the final destination. Everyone else in the boat is facing where they have been and not where they intend to go. If the coxswain is incorrect or misjudges the finish line, the team is doomed to failure even in ideal conditions. This is much like the business failures seen today. Many companies still operate using a “command and control” model (CNC) where the employees within an organization still simply follow the vision and cadence of a few leaders. Ideal and calm waters simply do not exist in today’s business world. Change occurs constantly. Successfully navigating the demands of today’s global marketplace requires every employee within an organization to be able to make split second decisions. How is this possible? In an organization that is still bogged down by the use of CNC leadership, it isn’t. In kayaking, all teammates are keenly aware of where the end goal is located. They are situated within the boat so that they can see the rapids, currents, and eddies which lay between them and the finish line. It is the same for successful and dynamic organizations. Each stakeholder is made aware of the organization’s primary goals, as well as the measures which will identify success. In the most successful organizations, the stakeholders have helped to craft the goals and measures. Furthermore, the leadership team provides regular updates on external or market conditions. Stakeholders are encouraged to acquire knowledge and understanding through research and education. Each stakeholder is able to see the finish line, as well as the obstacles which stand between the organization’s current position and their established targets.
A CNC company will, quite frankly, be too slow to identify and react to the changing waters of the global marketplace. Many times, it is entirely possible that the few who understand the organizational goals will misjudge the finish line or misread the challenges which the company faces. Even if the leadership team is flawless, the organization will still be too slow to react. In the time it takes to identify a threat, develop a course of action, and communicate all this information to everyone else, the challenge will have changed shape, thus rendering any devised solutions completely obsolete. Conversely, organizations which utilize the “kayaking” model will be able to identify threats and react in time to turn the challenge into a strategic advantage. In fact, many of the best solutions will likely come from the front line stakeholders that identify a shift in market conditions and adapt to it. This “bottom up” approach can only occur if all stakeholders are involved and empowered. In the modern business environment, where change occurs constantly, organizations which desire to be successful, must share its vision with all stakeholders and empower them to make a difference.
