We are facing a paradigm shift in leadership.
Over time, we have seen a need to devolve power and decision-making authority to employees, but this has been far from successful. Especially in the public sector, one centralised control need has replaced another, with the result that employees are unhappy and efficiency decreases.
The fear of failure increases and decisions are made based on standards and automation (something AI will handle in the future), which means employees don't get to exercise their own judgement or decision-making skills, and common sense disappears.
Demands on business management and public administration are increasing significantly. The need for individual customisation is increasing. Faster reaction time, adaptability and flexibility are familiar words in today's business management.
This will lead toessential competencies are spread throughout the organisation and the individual employe's awareness and responsibilities are strengthened. The link between management and employees is shortened and requires awareness, fixing and mapping the five assets of the inverted pyramid.
Values, Identity, Goals, Power and Accept are universal factors that will always be clarified in an organisation, the question is. How consciously should they be clarified and how strong should they be in the minds of management and employees?
A continuous process of clarifying and updating these five assets provides management and employees with a framework for good decisions and actions.
Organisations on the move need strong and conscious employees who make good decisions. To do this, they need a sorting and reference filter, which is where the inverted pyramid comes in.
The inverted pyramid acts as this filter. If these elements are clear to employees and management, everyone will have the prerequisites for competent behavioural patterns.
Life is like riding a bike, you have to move to keep your balance
Albert Einstein
Creating company culture.a.
The five elements, each representing a different area, interact with each other, and by continuously working to clarify and update these five elements, management creates the necessary framework for good decisions and actions.
The clearer and more well-defined the elements are, the more successful individual managers and employees will be in achieving their goals.
A strong decentralisation of decisions and actions actually requires a even stronger
centralised management of goals, values and identity.
