Leading Amid Complexity

Significant change initiatives, in organizations today, often focus on technology and process neglecting to take the human factor, the people, into equal consideration. Regardless of the industry and the cliché, leaders must accept that the most valuable asset, relative to organizational performance, is its people. People are not automatons, and as research continues to demonstrate, most people come to work with the desire to add meaning, value, and purpose to their work. When organizations focus on aligning people with strategy, creating unity and clarity, people can drive performance to the highest levels. When people’s personal values align with corporate values, a culture of engagement and collaboration drives success to new limits.

Complex organizational systems such as we find in the healthcare industry experience constant change both in practice and regulatory oversight. The fundamental challenge for all leaders remains constant: How do we lead and manage (two fundamentally difference executive functions) our organization through the reality of constant changes driven by the market and by industry reform? Leadership is a behaviour skill not a technical skill. Leadership is the daily, persistent expression of behaviour that positively connects with people to execute and accomplish the purpose (why we exist) and the mission (what we do) of the organization.

Individual leader behaviour is the singular most important predictor to high-level organizational performance. Time and again neurophysiology, how the brains of people work, continues to validate that when people are connected and engaged positively with their leaders they are connected and engaged in their work at higher levels. In the words of Dr. Henry Cloud, “when leaders lead the brains of their people the way the brain is designed to work, the people can perform at the highest levels.”

Influential leaders succeed where other leaders fail because their brains perform at a higher level too. They are more productive, and they achieve greater results than other leaders, faced with similar circumstances and given the same resources. The success and effectiveness of influential leaders is driven by what is commonly referred to as tactical capacity – a set of behaviours that enables them to become role models for followers, guide operational improvements, execute on strategy consistently, and sustain performance excellence. They are leading from their upper brain. In the words of Shad Helmstetter, imagine what you could do with a brain that, “is always clear, sharp, and alert; thinks in the positive; deals with problems, but refuses to be stopped by them; believes in your unlimited potential and inspires you to reach it; is endlessly encouraging; will do for you what you tell it to do, and is neurologically hard-wired for growth, development, achievement, and success.” Can you even begin to imagine?

Influential leaders recognize the importance of self-awareness, collaboration, and building highly effective relationships. They spend time focusing their efforts in key areas that will build connections with the people they lead to drive performance. They focus their efforts around the fundamental skill set of tactical capacity. Tactical capacity is simply “getting it right as a leader” both with the technical elements of performance and with people too. When you have a meaningful relationship with another person you work more effectively together. You have a common goal and a consistent purpose. Your efforts are channeled toward the same common outcome and you drive performance in the organization to peak levels.