tag:blogger.com,1999:blog-3574186837508212099.post7981733888101890460..comments2024-03-18T05:14:41.052-04:00Comments on Leadership is a Verb ™: I want to be redundantJohn Bishophttp://www.blogger.com/profile/13628653965740158626noreply@blogger.comBlogger59125tag:blogger.com,1999:blog-3574186837508212099.post-37281174444529922332016-08-16T03:52:08.693-04:002016-08-16T03:52:08.693-04:00I don't understand pros of being redundant! ht...I don't understand pros of being redundant! <a href="http://skywritingservice.com/blog/how-to-become-successful-leader-15-tips" rel="nofollow">http://skywritingservice.com/blog/how-to-become-successful-leader-15-tips</a> will help you to be a leader!<br />Anonymoushttps://www.blogger.com/profile/04965006631140245737noreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-30880505314640921652009-07-05T23:53:31.321-04:002009-07-05T23:53:31.321-04:00I agree with all the above comments as they all ma...I agree with all the above comments as they all make a very valid point. The mind set of the corporate culture is extremely important. I have worked in companies where this "fear of being redundant" was instilled into us sub consciously. And when I encountered quite the contrary in the next job - my boss actually said to me in an evaluation discussion with me that "I will consider you an outstanding employee when work continues flowing and takes care of itself when you are on vacation and/or away for some reason.". That truly flabbergasted me at that time. But I now incorporate the same standard with my own staff and tell them that if I can locate documents, if I can continue the work effortlessly while they are away, then I know they have done an excellent job. And I refuse to instill the "fear of being redundant" into my employees. It does not help them be productive at all. And as Alex Kersha said ' - this should apply to politics as well. Many Asian countries do not respect the younger generation and will not "let go" of their jobs to let this new group of "new minded" people. How can we change the world, our workplaces, and move forward if we are not willing to "let go"? The most successful people are those who trust, who delegate and who believe in their people. Great discussion.Marisa Narulanoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-49689924266434138862009-07-04T22:38:16.324-04:002009-07-04T22:38:16.324-04:00I agree, this is an excellent discussion. I would ...I agree, this is an excellent discussion. I would add that it's all how you frame it. To Janice's point, that begins with the corporate culture. If the culture encourages and rewards the transfer of information, and recognizes the unique value leaders can bring to this process, then a high performing, collaborative community is born. I think Pat's observation that you need to reframe the concept of 'being vital to the job' into 'being vital to the organization' hits the nail on the head.<br /><br />It's also going to be interesting to watch how this issue evolves with the generational shift that is occuring in the corporate culture. There have been a lot of observations made about the fact that the latest generation (immersed in a wikipedia-world) places a much greater value on transparency and the sharing of information. Interesting times...Megan Cummings-Kruegernoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-71163937735334065792009-07-03T14:15:06.940-04:002009-07-03T14:15:06.940-04:00I absolutely agree with you. Once you have begun t...I absolutely agree with you. Once you have begun the serious enhancement of the abilities of your direct reports you have the time to begin investigating new arenas for you own development. Having trained and encouraged your folk to be able to make things happen without your daily involvement provides an opportunity for your top management to bless a foray of yours into new territory perhaps sucessful, perhaps not, but one can learn from either scenario. I have been so blessed and several occasions and won more than lost. <br /><br />Never be afraid to develop your staff to the point if it being capable of functioning very effectively without your involvement. If you never achieve that state then how can you expect opportunities for yourself to move on to bigger and better things?<br /><br />Of course, if you want to live and die doing the same things, day in and day out, well then ignore the advice of those of us who want to grow and achieve greater heights in our careers. Actually, heed this advice, please get out of our way!.Richard J. Grossonoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-56472716948957715912009-07-03T14:14:28.891-04:002009-07-03T14:14:28.891-04:00Hello John,
These are all awesome and compelling ...Hello John,<br /><br />These are all awesome and compelling thoughts.<br /><br />I believe that the ability to embrace the thought of making yourself 'redundant' rests on more than a few variables. If a person finds themself in an organization where trust and integrity are an issue, they will never be able to comfortably consider the authentic cultivation of talent. They will be too busy "looking over their shoulder/watching their back". The corporate culture must lend itself to the idea that fueling another capacity to perform at a greater level is indeed welcomed and appreciated.<br /><br />If a leader is given to the philosophy that "I will give my all and pour into the professional lives of those for whom I am responsilble", that leader must in like manner take on the attitude/backbone that can absorb the benefits/ reprecussions of said philosophy.<br /><br />Finding a workable balance with regard to this is both an art an a science practiced by the elite of leaders...<br /><br />All the best,<br /><br /><br />Janice ColemanJanice Colemannoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-22413670733899031722009-07-03T14:13:48.995-04:002009-07-03T14:13:48.995-04:00I was thinking the same thoughts, being "redu...I was thinking the same thoughts, being "redundant", I believe, is not the best word choice, but perhaps "succession planning" is what is meant. Being an influencer and a leader means that as your skills grow and the company/agency grows, then those around you should grow with you. I don't believe that anybody is irreplaceable, or should be. As a leader, this should be understood as an objective or goal for the position. To groom others to be able to build a synergetic arena would be a healthy approach. Yes, we all have unique skill sets, but transferring our knowledge and skills to others makes us better. . . it is a little more risky, but in the long run build longevity and overall health in a department.Linda McNeilnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-89131374725003827872009-07-03T14:13:21.520-04:002009-07-03T14:13:21.520-04:00It is the most honest statement. I always used to ...It is the most honest statement. I always used to say that my prime job and every day when I get up in the morning the first thing I think about is "How I am going to kill my job." You can not do new things unless you move on and the best thing is to find out ways how you are going to make your job redundant. I thought I had done it but after some time of my leaving the things went back to the way they were before. Sad but true. Probably people are afraid to change, afraid to loose their job, positon, prestige, power and what not, but sadly it is true. Even when I am advising people, companies I try to make sure that they learn and practise enough so that I am not required for the same situations again.Ravindra Kumar Singhnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-57079324967691898822009-07-03T14:12:53.779-04:002009-07-03T14:12:53.779-04:00John.
I don't believe redundant is the right ...John.<br /><br />I don't believe redundant is the right word for that situation. It is a leader's responsibility to train/coach/develop those around him to succeed at the next level. I always felt I had succeeded at this when I could step off the flightline and trust my expeditors to handle any emergencies that may come up or leave the Maintenance Operations Center and trust my senior controller to coordinate/brief our wing or group commander on any situation. Being able to trust your people is a big factor in enabling them to grow. This makes your organization stronger and better able to manage personnel losses. <br /><br />Have a great 4th of July!Frank Santosnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-72752843431111118522009-07-03T14:12:21.859-04:002009-07-03T14:12:21.859-04:00True leaders do not make themselves "redundan...True leaders do not make themselves "redundant". The leader, regardless of how long he or she has been in his position, is contributing something unique, something no one else in the organization has. If you are not, then you have in fact been in your job too long.<br /><br />That's different from being "irreplaceable". I would posit that very few, if any, people are irreplaceable. I notice that Steve Jobs is back at Apple, at least part time. Is he one of the exceptions? Maybe. But in my 26 years in the Air Force, I've seen leaders come and go (including me) and the units they (and I) leave somehow manage to click on. <br /><br />Look at the country--we change presidents every 4-8 years. Ignore political affiliations for at least 60 seconds. I don't believe Presidents have been redundant, by and large. But even FDR wasn't irrecplaceable after 3+ terms. Good thing, huh?<br /><br />Keep using your unique skill set every day to make your people and your organization better. There will always be new people and new challenges aplenty on which to imprint your non-redundancy. But know that you'll leave eventually, either up or out. Make your mark while you're able. <br /><br />Happy Independence Day! GBA!Don Wusslernoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-29617788682281165642009-07-02T16:51:03.365-04:002009-07-02T16:51:03.365-04:00John,
Great post, thank you.
My one wish for the ...John,<br />Great post, thank you.<br /><br />My one wish for the genie would be that every politician in our current government would learn a valuable lesson from this very important post. Rather than chasing each other's tails trying to figure out how to prolong their stay in government office, each one of them should be looking for ways to move on and let the next generation take over.Alex Kershanoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-27637004672185287902009-07-02T15:48:29.578-04:002009-07-02T15:48:29.578-04:00John –
After many years as an executive coach an...John – <br /><br />After many years as an executive coach and developing leaders, one of the primary things I work with them is to become dispensable in their jobs. Many, many leaders I worked with had become way too indispensable to their function. Bad maneuver, since they were almost guaranteeing they may not move up or even sideways in the organization at large, unless an unplanned contingency dictated it. They likely wouldn’t be promoted, wouldn’t have new projects to challenge them, wouldn’t be reassigned to expand their knowledge and experience base, etc. <br /><br />Too often, many leaders fear that their departure from their post will result in diminished performance or results; or at best, unpredictability in execution and results. If they didn’t get their organization ready for their departure, their fears may be justified.<br /><br />One crucial element of a Leader’s job is developing, inspiring, and enabling those who depend on the Leader to assume more and more responsibility, until they can function without the Leader at a tactical level. Yet, many don’t do it for fear that if their people don’t need them, neither does the organization. This is false in most cases. The immediate payoff to becoming “redundant” is time gained - time to immerse oneself in the strategic elements of the job and invent the future. This is something the organization will always need – strategic visioning and thinking.<br />It seems risky when there is a history of organizations reacting the wrong way when an operational unit that is doing well is operating relatively autonomously of their leader. From many analyses of cultures over the years, organizations that concentrate disproportionately on the dollar value of its people will see an opportunity to save a cost instead of replicating the gains. In these types of organizations, vulnerability is real. One even has to wonder if one wants to work in a place where if you do the right thing, it’ll be punished.<br />The Leader’s choice can simplistically be, do I safeguard my job by becoming the hub of knowledge, or do I do what’s right and treat people like adults, help them develop their understanding of the business and our role in it (business literacy), facilitate their transition to a new way of working together, and enable them to run with it?<br />If one is compelled to become indispensable, then one should become vital to the organization, not the job, by multiplying one’s efforts. Executives we have worked with who do this have moved rather quickly through the ranks. The basis for future promotions becomes their ability to replicate themselves (and the results they’ve delivered) and leave behind something better. In that sense, redundancy is very OK.<br /><br />PatPatrick J. Banks, Ph.D.noreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-80671284528854324542009-07-02T14:49:13.431-04:002009-07-02T14:49:13.431-04:00John and Fred,
Simply put, "RIGHT ON!"
...John and Fred,<br /><br />Simply put, "RIGHT ON!"<br /><br />I believe that one of a leader's key roles is to grow and develop his/her own replacement(s), true, but I don't think success in that arena makes the leader redundant. <br /><br />As we all know, any untended organization, process or person will begin to change/move in the direction of self-interest, so the "redundant" leader essentially becomes the caretaker of both people and processes -- tweaking here, mending there, adding or replacing things, occasionally putting his/her paddle in the water just-so and removing it the moment everything is back on course.<br /><br />Or something like that... <br />-- GlennGlenn Rowenoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-71718128386277256642009-07-02T12:46:18.499-04:002009-07-02T12:46:18.499-04:00Not sure I agree that it is a leadership role. Whi...Not sure I agree that it is a leadership role. While I am certain many leaders are driving in this direction, I don't think it is a defining characteristic.<br />I would agree that any individual who is working to move forward within their own organization (leader or otherwise) needs to consider the vacuum they would create when they leave. If you are indispensible in your current position, it is unlikely you will get moved to another position. I have always operated under the principle that one of my primary functions is develop an operating system that will function without me. If I cannot do that, I will never move on to my next adventure.Ryan F Perrinnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-17190564668327347482009-07-02T11:18:22.207-04:002009-07-02T11:18:22.207-04:00"I want to be redundant"... this thought..."I want to be redundant"... this thought is NOT directed at one's leadership... it is directed at one's present position. The desire to be redundant through one's great and effective leadership enables the unit to grow and continue to succeed, while also enabling oneself to grow into another position and more challenges... while still of course and absolutely retaining one's leadership skills and abilities... after all, you'll need them for your next great new assignment!<br /><br />Brian KellyBrian Kellynoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-50049839095181972452009-07-02T10:55:05.383-04:002009-07-02T10:55:05.383-04:00"Lead more and manage less" has always b..."Lead more and manage less" has always been a great mantra to follow. Developing people to exceed their roles and allowing them to grow through leadership will make a manager redundant but a leader will always be there to guide and mentor the progress and direction of the organization. The ability to adapt to the changes the leader has "created" will allow him/her to find the "time" to develop other opportunities that he now can pass on to his competent staff. The veritable cycle continues, the organization grows.Anthony A. Olivernoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-62715247153378480392009-07-02T10:31:51.430-04:002009-07-02T10:31:51.430-04:00A leader is DEFINED by the people he/she chooses t...A leader is DEFINED by the people he/she chooses to surround themself with.<br /><br />If you have a killer team, you are a killer leader. <br /><br />Make no mistake though, a leader is an enabler. An individual's strength and career is theirs alone to drive. <br /><br />One of my best questions as a headhunter goes like this: Who is the weakest link in your chain? The answers are always entertaining, but guess what? If you don't know instantly who the weakest link is.....it's you.<br /><br />Best,<br />EricEric Myersnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-27624914153396427462009-07-02T10:31:27.853-04:002009-07-02T10:31:27.853-04:00Hi John,
I "Managed" to make myself red...Hi John,<br /><br />I "Managed" to make myself redundant once and was actually quite happy to go - a need for new challenges which were not available in my then employer's org.<br /><br />The other way to look at this might be -<br /><br />It is natural evolution. How did you rise from a "simple, transaction focused buyer" to the heights of VP?<br /><br />A good manager supports the development of a great team. It is possible, or even probable, that the individual team members may have specialist knowledge/skills superior to the competence level of the manager in their given specialisations. They may just be plain smarter too!<br /><br />So ambitious people will want to extend their experience in to Leadership.<br /><br />My feeling is that, as Leaders ourselves, we would be in dereliction of our duties and moral obligations not to encourage the brightest and best to rise as high as possible. Apart from anything else, how can you otherwise organise succession planning?<br /><br />If we don't give our staff a "route to the top", they will just leave and continue their careers elsewhere, wasting all the time and money that we/our company has put into their growth and forcing us to spend many more thousands recruiting and training someone else.<br /><br />Am I too altruistic? Probably. But I just love working with great people!Eamonn Phillipsonnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-91941252865686765882009-07-02T09:54:55.927-04:002009-07-02T09:54:55.927-04:00In my opinion, if a leader becomes redundant, then...In my opinion, if a leader becomes redundant, then they have failed in one of the basic requirements of a great leader...growth. Leadership is a journey of a lifetime and I don't believe that you have to change positions or careers to keep a journey moving forward. Personal growth is essential. If a leader continues to expand his knowledge, broaden his/her horizons, and become more aware of both self and others, then the leader will always be able to provide a model for others to follow.<br /><br />That being said, I do believe in some of what the article speaks to. A good leader is always looking for people who are smarter, better, or more experienced than they are. It is not the responsibility of the leader to be the smartest person in the room, it is their duty to bring those people together in a unified force for the good of the organization and the fellow associates.John Leonardnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-54652726941310189152009-07-02T09:54:25.688-04:002009-07-02T09:54:25.688-04:00I have said this for years and people have looked ...I have said this for years and people have looked at me like I was from Mars. The proudest moment in my career was when I was laid off because my 4 person direct report management team did not need me anymore. I thought that really said something about the team I had built and the mentoring I had done. The company was very generous with the redundancy package and I was working again in 3 weeks (no harm no foul…). I think the people who are objecting here are scared because this flies in the face of the job security mentality that has been ingrained in us. People who are good leaders will always be able to find work. I have just started a new job and it is my goal to build a class A team here in the next 3-5 years. I tell people that is what I do, recruit people who are good clay and mold them into problem solvers and leaders.Charles Stickelsnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-23076026572014440492009-07-02T09:53:56.794-04:002009-07-02T09:53:56.794-04:00I agree with the concept that a leader's prima...I agree with the concept that a leader's primary focus " is on recruiting and developing people to be more capable and competent than yourself". I have embraced that concept throughout my career. The feeling of working myself out of a job has always been with me. I have turned it into paranoia and use that to drive myself even harder. The point at which I run out of steam has not occurred yet...however I do seem to change jobs frequently!<br />This concept works well with hiring individuals that fill in your weaknesses. If I am good at cold calling but poor at lead follow up, why not hire the strongest person to backfill my weak areas? I do not agree with the word redundant. Our skills and abilities are as different as personalities. Often times our personalities add or detract from our skill set. <br />Thanks for this discussion. It made me think!Jim Kayanoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-68387311139441297412009-07-02T09:53:00.216-04:002009-07-02T09:53:00.216-04:00John, I have an urgent need an was hoping to netwo...John, I have an urgent need an was hoping to network through some members of the defense & aerospace group. Could I float the description by you to see who you may know? Please provide your email. Appreciate any help. <br />Thanks, <br />JeffJeffnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-22219494652444193852009-07-02T09:52:25.415-04:002009-07-02T09:52:25.415-04:00Has redundancy seeped into some organizations due ...Has redundancy seeped into some organizations due to inaction due to restraints or fears brought by current economic conditions?Jim Kennedynoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-84375781103254947622009-07-02T09:51:53.567-04:002009-07-02T09:51:53.567-04:00I learned to work myself out of a job while a chie...I learned to work myself out of a job while a chief petty officer in the United States Navy. Redundancy there was key to ensuring that the loss of this or that individual left no holes in the capability of the group. Any base could be covered by at least two and maybe three or four people. That carried forward into my civilian career. The way I put it once is as follows: "People like to brag about how much is on their plate. I like to brag about how my plate is empty. It's all been moved to my peoples' plates." The aim was for them to be able to carry on without me. My peers and superiors hated it; my people loved it.Fred Nickolsnoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-86765963197184573202009-07-02T09:51:23.824-04:002009-07-02T09:51:23.824-04:00John: Like most leadership concepts, the one you d...John: Like most leadership concepts, the one you describe has elements of truth. If if didn't, it would not have survived as long as it has. This redundancy concept was being discussed when I was in my first engineering job. But, like so many concepts I have read about or heard touted over the years, I am convinced that one size does not fit all. Quite a few leaders are right where they should be, are effective there, and are happy. Formula approaches often end in disaster for individuals and their organizations. Further, I believe that if learning stops, it is more a function of the student then the job he is in.<br /><br />Paul NiskanenPaul Niskanennoreply@blogger.comtag:blogger.com,1999:blog-3574186837508212099.post-48054318362721479672009-07-02T09:50:44.253-04:002009-07-02T09:50:44.253-04:00I completely agree with the concept that it is the...I completely agree with the concept that it is the leaders role to become redundant. If the leader does not make himself redundant how can his staff ever hope to progress to the position tha the now holds? Would you, as an ambitious employee, really want to remain in a company where you did not have the opportunity to get your bosses job? At the end of the day if you make yourself redundant and the company does not recognise this and give yo ua greater challenge then it is a poor company to work for, with poor leadership and you are better off developing your career elsewhere anyway.Barry Dennisnoreply@blogger.com