Problems of Organizational Leadership

Gaius Petronius Arbiter

“We trained hard…but it seemed that every time we were beginning to form up we would be reorganized. I was to learn later in life that we tend to meet any new situation by-reorganizing; and what a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralization.”

Peter Arbiter, Roman Legionnaire, 210 B.C.

The “organizational leader” is someone who is not in the front line of leadership on the street (point of the spear), but rather an administrative or tactical commander who supports the teams from near or afar. The organizational leader’s role is not to micro-manage teams, but rather to help facilitate their actions. It requires that they keep communication lines open and listen to what their teams really need to get the job done.

If you are an organizational leader you know that sometimes stuff happens, goals don’t always get reached, and occasionally productivity is stifled. You can tinker with the processes, but you know that real steady progress depends on the front line people. Instead of just reorganizing, how can you help your teams move forward? What can you do to prevent confusion, inefficiency, and demoralization?

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