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Planning is about selection and maintenance of the objective – not crafting ‘”The Plan” 

Many organisations are guilty of overplanning and under-delivering.

I have often reflected on this statement when I have observed the performance of my own organisations as well as others.

Why is it so? The main reason is that we too often see The Plan as the purpose and the outcome of planning, and planning is seen as an episodic event rather than a continuous process.

Planning, however, is a practice that enables us to identify where we want to go, and how to best get there.

Overplanning occurs when we try to put too much specificity into the pathways needed to achieve our objective. For this to be fully effective we need to correctly predict or anticipate future events – an unrealistic expectation at the best of times.

My experience is that the best plans are simple, and clearly identify where you want to go. They are probably clear on the initial steps to get there, but then require a degree of pragmatic management – akin to the skills of a navigator.

Identification of where you want to go helps you to identify what is important and is an important reference point to which to return when unexpected and unanticipated events throw you off course.

And you navigate around and through the obstacles and barriers that get in the way of reaching your goal.

Planning is important in helping you to identify and maintain your objectives. It is a continuous process and cannot be delegated to THE PLAN.

Are you on track?

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The vision of a leader is a rallying point for followers

Vision creates the focus for the organisation; results get attention; and communication pulls it together.

 In “Leadership is an art”, Max DePree states  “the first responsibility of a leader is to define reality”. Visioning  can be seen as an ongoing process of orienting an organisation to the emerging realities of the outside environment. 

The leader is the direction setter and must define the vision – and it is the subordinates who must define the objectives that move the organisation toward those goals.

Thus, the first task of effective leadership must be to have a vision that is compelling enough to command attention – to win commitment of the members of the organisation so they are motivated to achieve common goals.  

A shared vision :

  • creates alignment and common purpose;
  • allow peoples meet the need to do meaningful work;
  • increases the discretionary efforts put into the task;
  • defends against the forces of doubt, cynicism and self-interest; and
  • encourages risk taking.

However, having a compelling vision alone is inadequate for accomplishment as a leader, and must be complemented by communication and relationship building skills.

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When leading what you do, and how you do it, are more critical than what you say.

 Millions of words are written annually about leadership. What do they look like in practice?

Look at Christopher Wren – his convictions, not his structural columns, support London

“The noted English architect Sir Christopher Wren once built a structure in London.  His employers claimed that a certain span Wren planned was too wide, that he would need another row of columns for support. Sir Christopher, after some discussion, acquiesced.  He added the row of columns, but he left a space between the unnecessary columns and the beams above. “

“The worthies of London could not see this space from the ground. To this day, the beam has not sagged.  The columns still stand firm, supporting nothing but Wren’s conviction.”

“Leadership is much more than an art, a belief, a condition of heart, than a set of things to do. “

“The visible signs of artful leadership are expressed, ultimately, in its practice.”

Think about it: The visible signs of  leadership are expressed in its practice.

  • How do you express your leadership? What is the “group”
  • What are your convictions?

Wren knew what his job was, understood the difference between wants and needs, was data driven…and importantly had a strength of purpose. He delivered a result without compromising his convictions.

There is a big message in the empty space between Wren’s columns and beams.

He found a way forward, and was prepared to stand by, and be judged against, his convictions.

Quotes from M O De Pree (1989)  Leadership is an Art.   Melbourne: Australian Business Library, Information Australia. pp.   135-136

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Leadership is an improvisational social accomplishment

Leadership and management are improvisational practices that take place in groups in a particular context at a particular time.

Witness Zelensky in Ukraine.

Many have expressed surprise at his performance because he does not have the traits of the hero-leader stereotype that has mythologized our understanding of leadership.

Leading is the practice or process of inspiring others to help achieve group goals (or common purpose).

Leadership is performed in the present – what you do as a leader is a response to the circumstances that you face at the time.  It is not a pre-programmed activity. It is an improvisational response to the problem or context you face at a specific time.

And to motivate the group a leader must be “seen as one of us”. A leader without followers is just a person taking a stroll in the park. Followers must identify a leader as a fellow member of their group.

As an improvisational practice, leading requires a good understanding of many processes such as motivation, people and group behavior, communication, and strategy and tactics.  It is a complex role, and a social achievement.  It is the poster child of the mantra that there is no one right way.  Having the “traits of a leader” is not enough – you must understand how is happens in practice.

Now, back to Zelensky

The comic turned president has truly become a leader for his people (the group)  to protect the Ukraine (the purpose) in wartime (context and time). He is doing things he has never done before, and probably never thought about doing.  His leadership is an improvisational practice.

Have you prepared sufficiently that you can improvise? Do you understand the process?

I acknowledge the contribution of two books to my thinking – Haslam et.al. (2020) The New Psychology of Leadership. Identity, influence, and power. (Routledge) and Fowler (2022) Complexity: A key idea for business and society (Routledge)