We are used to thinking that the place where genius matters is at the top. We scour the landscape for examples of companies where this appears to have been the case, then establish them as the pattern to emulate. But, we’re misreading the evidence, here, and drawing from it the wrong lessons.
Take military history, for just a moment. We are familiar with the attribution of genius to the great military generals. And there’s certainly nothing wrong with having some sharp minds planning and directing matters there. But the actual demand for - and presence of - genius typically occurs in tactics - not grand strategy. Grand strategy generally calls for deliberative decision-making based on careful discrimination and assessment of the facts - combined, to be sure, with some insight.
But tactical planning and execution - in the heat, confusion, paralyzing emotional and physical chaos of battle - often require more than brute strength or even courage to prevail. They require seemingly spontaneous flashes of brilliance throughout the ranks, but in fact generated by the very clash of arms.
It’s a Socratic genius, in that it springs apparently of its own will from the moment, and expresses itself through people immersed in that moment. It’s an individual genius, in that it is generated by those closely caught up - almost smothered - in the bitter struggle, but still able to brilliantly grasp the opportunities inherent in an unstable situation according to their native personal wit and intelligence. It is an organizational genius, in that it is produced by varying degrees of purpose, training, initiative, and collaborative unity, microscoped into action at myriad intersections with challenge.
Mary Parker Follett talked of the law of the situation driving authority and power. That is where organizational purpose and challenge meet: in the situation. It is among the individuals there - not at the top - that genius rises up to recognize the moment, and to seize it.
The great victories of the greatest generals often are achieved by the preponderance in their armies of this sort of genius among their soldiers - not in themselves. Their contribution is in fostering the organizational environment that generates - and unleashes - this genius.
As a manager, to make such a strategically vital contribution should be your aim, as well.
—
If you have enjoyed this post, please do join us by using the subscription links just below or at the top right of this page. And thanks - we look forward to your being aboard!
Similar Posts:
- Strategy and leadership
- The strategist
- Military and civilian management training
- Meetings - what are they all about?
- Lining up
Technorati Tags: genius, military, history, tactics, strategy, decision-making, insight, planning, execution, purpose, training, initiative, authority, power, manager
Sphere: Related Content
2 Trackbacks/Pingbacks
[...] The self-examining manager, or the Socratic genius - which do you want working for you? Which do you want to develop in your organization? [...]
[...] as we’ve seen here before, as important as it is, it is far less important than execution. That’s where you want to see [...]
Post a Comment