No, I don't mean Skilling, Ebbers, and their ilk. What I mean is that the best leaders can operate on many levels. They are not stuck in the weeds, nor are they stuck in the clouds. They can strategize and delegate, but they also roll up their sleeves and do "real" work. I call it yo-yo'ing, because the leader is constantly moving between strategic and operational perspectives.
Now, if you think that this cannot be done in larger companies, think again. For instance, Gordon Bethune's legendary success story saving Continental Airlines was attributable largely to his ability to move fluidly between the strategic issues occupying Wall Street and the operational issues occupying folks on the shop floor, in the cockpit, and at the passenger counter. He could repair an airliner and fly it, not just talk about policy.
As such, he had three things without which no leader can succeed for long:
- Unfiltered information from the strategic and operational spheres
- Willingness and ability to contribute meaningfully on radically different levels
- And, consequently, enormous respect from people at all levels
Before you try this, let me give you a warning: your first few attempts will involve incredulous employees and likely failure. But, stick with it, and you'll earn the respect only a Yo-Yo is due.
Comments