FROM TOP-DOWN TO TEAM: Managing the Transition
Displaying Leadership in Transition:
Creating a team environment does not entirely obliterate hierarchy. Even parliamentary bodies of equals choose a chairperson, and even in informal groups we often find a leader. Moreover, the most fundamental attribute of authority in all hierarchies lies in setting tone, while the most fundamental attribute of leadership is leading by example. "The thing that leaders do that managers don't is articulate an inspiring vision and guide the formulation of a strategy for its pursuit" (Allio, 2000, p. 23).
In short, it is incumbent on you, as leader of the organization, to set the team-oriented tone. "I command you to be free" is an inherently contradictory statement. You will have to set the example that will then flow downward and outward throughout the organization. This does not call on you to abdicate your leadership; "I set you free, but will do nothing to bring about your freedom" is also a contradictory statement.
You face a situation in which some of your best managers are resisting the team-centric approach strongly. Among their objections is a concern that they personally will find it difficult to adapt to the new model. Your challenge is to bring them on board in a team-oriented way.
Your first challenge is to approach this task in a team-oriented rather than top-down way. Explain your own reasoning in choosing to adopt a team-oriented approach. Listen to their views, not as a pro-forma ritual but as an exercise in active listening. No organization is absolutely top-down or absolutely team-oriented. There may be segments of your organization, or aspects of its operation, that require an "air traffic control" approach in which a pure team orientation is not applicable. Be flexible! Participate in give and take. That, after all, is what the team-oriented approach is all about.
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