The Serious Responsibility of Leadership in Organizations
August 9, 2024
It's not uncommon for an organization to have a meeting room dedicated to gatherings of the Board of Directors, the management team, and middle management. These meetings, however, differ significantly in focus and scope. The first group, the Board of Directors, typically discusses matters related to vision, mission, and overarching strategy. The management team is more concerned with strategic and tactical decisions, while meetings with middle management often address tactical and operational issues.
Management, therefore, operates mainly at the strategic and tactical levels, but it shouldn't just be about management. It should primarily be about leadership—guiding the organization through transitions and ensuring its long-term success.
My students are often surprised when I point out that terms like "strategy," "chief executive officer," and "project management" have their origins in the military. Many management techniques were either developed by the military or further refined within it. If I recall correctly, even the internet had its beginnings in military projects. This historical connection, which many may not be aware of, provides a valuable opportunity to explain that being high up on the corporate ladder is not all glitz and glamour. It is, in fact, a heavy responsibility.
Those at the top are responsible for the jobs, people who rely on the quality of the output, shareholders who risk their capital, the stability of an island or a country, and even, in some cases, the climate. The list goes on. Bearing responsibility for an organization is a serious matter, and officers and supervisors should be continuously trained to meet the demands of their roles, feeling the weight of these responsibilities.
I often wonder whether we truly grasp the weight of this responsibility.
Miguel Goede
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