A recent LinkedIn post supports the idea that ‘walking the floor’ is a valuable tool. It helps in gaining knowledge of the organisation. This is especially true when you are far removed from business operations. Whilst it is true that this approach is definitely a way of gaining knowledge, it serves a far greater purpose.

Leaders are appointed, this is true, however the question is ‘by who?’. In the standard organisational landscape, hierarchies will dictate leaders and followers. This is by design. It is delivered by titles, grades, and job descriptions. This may be extremely successful. However, it is an enforced regime. It can, from time to time, not sit well with ‘the masses’. History shows many instances of leaders being unseated by disgruntled followers (maybe a little extreme for the workplace!)

That is not to say that an appointed leader cannot be incredibly successful in both achieving their goals and popularity. I will present Sir Alex Ferguson as an example. This is a rare diversion to football analogies for me. He achieved earth-shattering success and maintained absolute loyalty among his team. Unfortunately, when someone who is not appropriate for the role finds themselves in the seat, chaos and unrest sometimes ensues. Maybe not civil unrest, but certainly a withdrawal of favour.

True leaders often ’emerge’ from the pack, because of their personality traits. Dogged determination, a limitless willingness to help others or a charismatic nature often motivates people to follow. A natural leader in a leadership position is the holy grail and a tremendous asset. However, being an unofficial leader can harm one’s career ambitions. This is especially true if they are at odds with the appointed leadership of the time.

A leader must have the time and tools to be effective, regardless of the source. The key element to this is visibility. If you are overwhelmed with a massive workload, you become invisible. People then question your worth and ability in the role. The inevitable comparisons begin. People ‘know’ they can do a better job for your salary. Assumptions are made about the furnishing levels in your ivory tower. The status quo is undermined.

Organisations often put highly credible people in a challenging position (for the wrong reasons). This essentially sets them up to fail. We want to believe this is accidental. It seems born of incompetence. In recent high profile media situations however, this has been a deliberate tactic. Leaders have been deliberately placed as ‘human shields’ to take the brunt of an impending issue or challenge.

Coming back to the start of this blog, leaders should walk the floor and engage with people directly. They need to understand what they do and how the organisation ‘ticks’. This doesn’t necessarily have to be a jog around the building. Online meetings, regular check-ins, newsletters, or blogs are all valid. Anything that brings them to the fore will bear fruit.

Most importantly however, its about people understanding who their leaders are. They need to know the person, the motivations and why they do the things they do. Be wary though, as a leader this makes you a target.

Good!

It is necessary to show that level of availability and vulnerability. Do not be afraid to tackle issues brought to you. Being out in the open in this way facilitates that. This is not an opportunity for the snipers to assemble. It greatly reinforces open communication. It also prevents the hierarchical, dictatorial management that often stifles an organisation.

So, if you are a leader out there, why not take a stroll? Around around the shop floor, or if the above resonates, maybe out the front door. In either case, get on your feet!