The military calls it ‘Telling truth to power’ but for the rest of us it is about leading up. That is, managing the relationship with those above you in the organisation so that they are informed and engaged. It is tricky waters, but when achieved, provides a huge bonus for the organisation.
A recent article by Willie Peterson from Columbia Business School (read it here) gives a very good summary of leading up, and how to achieve it. While the key is to have willing participants, the consequences of senior executives not learning from below is very dissatisfied employees and a lack of organizational competitiveness.
Peterson acknowledges the risks and barriers, including perceived challenges to authority and the potential psychological sensitivities, but the benefits far outweigh these. When leaders fall under the “curse of power”, they often are too isolated from what is happening at ground level, and subordinates tend to tell you what they think you want to hear, and then they become blind to truth. And yet Gallop note that companies who listen to their employees are 21 percent more profitable then their competitors.
The most accurate and current information of the market and industry lies with those closest to the interface with customers and competitors. Leaders that clear the channels for this information to flow upwards are in a much better position to steer the company in the best direction. The full article provides tips on how to ensure the information flows smoothly and the reader will benefit greatly from taking the time to digest the contents.