say that great leaders are born that way (i.e Lady
GaGa), with the implication that leadership is an intuitive skill. I wholeheartedly
disagree. Great leadership is certainly associated with strong instincts and
intuition, but intuition and instincts are shaped by training and more
importantly, greatly augmented through experience. Experience enables great leaders to determine
when the best course of action is counterintuitive. Moreover, experience
provides leaders with the confidence to employ counterintuitive decisions and
tune out the chorus of people thinking and/or saying, “what the hell is s/he
environment of rapid change, “better and faster” dominates the agenda in the
boardroom. Faced with new business challenges, senior leaders are often quick
to assemble steering committees or task forces at a moment’s notice to put plans
into action. For the sake of speed, they assemble the “usual suspects” or the
department’s “high potentials”. These individuals probably have some history of
working together but they also operate with the same obstructed viewpoint.
team can get moving quickly but huge benefits are frequently sacrificed as a
consequence. Therefore, organizations are increasingly looking to cross-functional
teams to address seemingly intractable problems within the organization. These
teams, bringing together diverse opinions and the institutional knowledge of multiple
departments, are the ones that solve the big problems and seize the Big
Opportunities. However, there is a significant cost associated with the
impact these teams can provide – time.
consensus around vision
and direction can be time intensive simply because people who don’t interact
are likely speaking to each other for the very first time, and frankly don’t
trust each other. Recently, one of our clients began their corporate change
initiative with a simple but very profound statement: “Trust is the foundation
of speed and innovation.” I could not agree more. Trust not only serves as the foundation for the speed organizations
require to outperform the competition, but it is also the foundation of any
switch that you can just turn on. Building a strong cross-functional team is an
exercise in patience – to go fast you may have to first go slow. Moreover, to
truly maximize the benefits of a cross-functional team, you may have to address
another counterintuitive concept first: failure.
last time you celebrated a success at work? Maybe it was the conclusion of a
big project, or a close to the fourth quarter of 2013. Now how about the last
time you celebrated a failure? For most of us, the answer to this question is
probably never. Yet our failures are a very important part of our eventual
successes, so why shouldn’t we celebrate these as well?
there is usually a zero tolerance policy for failure (remember John D.
toward failure?). And institutions of higher education, specifically MBA
programs, often play a role by emphasizing thought and strategy over action.
Whether intentional or not, this reinforces a mentality of fear around failure.
environment requiring companies to demonstrate ever-greater agility and to innovate
incessantly to remain competitive, an organization full of employees well-conditioned
to avoid failure can be a liability. Conversely, leaders who create cultures
where failure is embraced establish the foundation for game-changing innovation
– think Q’s laboratory at the James Bond series headquarters.
essential part of the innovation process.
It helps companies learn what doesn’t work and provides opportunities
for teaching, and also venues for new inspiration. Here’s a battle-tested tip:
the next time you empower a team to find a solution to a complex business
issue, encourage them to fail and fail fast. As a reward for your
counter-intuitive leadership, you will enable them to act quickly, tap their
creativity, better engage their desire to contribute, and unlock the
possibility of new revenue streams for your organization – all in one go.
to employ the unconventional but I’d encourage you to try it this once. Yes the
stakes are high, but for you leaders who are willing to ignore your conditioned
leadership instincts, your teams and your culture will be stronger for it. Your
organization will have the opportunity to benefit from the best of the diverse
opinions within it and your employees will feel empowered to explore creative
ways to get the job done better, faster. Who knows? Your next great business
success may arise from the ashes of a slow-forming cross-functional team’s
About the author:
Shaun Spearmon is an engagement leader at Kotter International, a firm that helps leaders accelerate strategy implementation in their organizations. He works with clients on leadership competency strategy and has extensive experience leading teams in strategic planning, process improvement, and business development in both the public and private sectors.