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Jurgen Appelo calls himself a creative networker. But sometimes he's a writer, speaker, trainer, entrepreneur, illustrator, manager, blogger, reader, dreamer, leader, freethinker, or… Dutch guy. Since 2008 Jurgen writes a popular blog at www.noop.nl, covering the creative economy, agile management, and personal development. He is the author of the book Management 3.0, which describes the role of the manager in agile organizations. And he wrote the little book How to Change the World, which describes a supermodel for change management. Jurgen is CEO of the business network Happy Melly, and co-founder of the Agile Lean Europe network and the Stoos Network. He is also a speaker who is regularly invited to talk at business seminars and conferences around the world. After studying Software Engineering at the Delft University of Technology, and earning his Master’s degree in 1994, Jurgen Appelo has busied himself starting up and leading a variety of Dutch businesses, always in the position of team leader, manager, or executive. Jurgen has experience in leading a horde of 100 software developers, development managers, project managers, business consultants, service managers, and kangaroos, some of which he hired accidentally. Nowadays he works full-time managing the Happy Melly ecosystem, developing innovative courseware, books, and other types of original content. But sometimes Jurgen puts it all aside to spend time on his ever-growing collection of science fiction and fantasy literature, which he stacks in a self-designed book case. It is 4 meters high. Jurgen lives in Rotterdam (The Netherlands) -- and in Brussels (Belgium) -- with his partner Raoul. He has two kids, and an imaginary hamster called George. Jurgen has posted 145 posts at DZone. You can read more from them at their website. View Full User Profile

Egocentric Leadership

03.05.2013
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I just finished reading The Five Dysfunctions of a Team and I didn’t like it. Yes, the message about team formation was quite good, and the model was interesting. But I hated the story. It describes a management team of immature managers, who all seem to be behaving like children. But behold… there is a new and wise CEO who is able to herd them all in the right direction, with a gentle but firm hand. Install a smart and experienced CEO, et voilá… Problem solved.

That’s management 2.0 all over.

It’s the same with Good to Great, The 21 Irrefutable Laws of Leadership, The One Minute Manager, and many others. They all assume that the organization is a ship full of lemmings, who are all in desperate need to be led. And that leadership is to be executed by the top lemming, of course.

It’s no wonder such books sell like cupcakes among everyone who enjoys feeling superior to other workers. It satisfies their needs for status and power. Another name would be egocentric leadership.

Now, don’t get me wrong! There are plenty of good ideas and good intentions among the authors of these books. That’s why I call it management 2.0: Nice ideas, bad implementation.

I get the same allergic reaction when I see the suggestion that managers should “coach their subordinates”. (Some former sports athletes make a lot of money teaching “coaching leadership” to stadiums fool of drooling CEO’s. I’m sure they have some vendors selling branded sticks and carrots.)

Repeat after me: managers cannot coach employees!

Because most “superiors” have no idea how to do the jobs of their “subordinates”. Peter Drucker already wrote this ages ago:

Knowledge workers are not subordinates; they are “associates.” For, once beyond the apprentice stage, knowledge workers must know more about their job than their boss does—or else they are no good at all. In fact, that they know more about their job than anybody else in the organization is part of the definition of knowledge workers.

- Peter F. Drucker, Management

Management 3.0 is the understanding that an organization is a social complex system of knowledge workers. Taking care of the system is just another specialization, just like development, testing, and marketing. Someone has to do it. But nobody is anyone else’s superior. We’re all in it together.

Published at DZone with permission of its author, Jurgen Appelo.

(Note: Opinions expressed in this article and its replies are the opinions of their respective authors and not those of DZone, Inc.)