Just Because You’re Rowing, Doesn’t Mean You’re Helping
I don’t know much about rowing, but from what I learned by watching a couple of movies is that every rower must be 100% synchronized with the team’s stance, rate, and direction to optimize speed.
The vision, mission, and path should always be set by the leader and be crystal clear to everyone involved.
“The vision, mission, and path should always be set by the leader and be crystal clear to everyone involved.”
The leader’s main goal is to identify who’s rowing in the wrong direction and address it immediately; otherwise, just like the canoe that goes in circles and never reaches the shore, the organization will eventually run out of time and resources before completing the mission.
The problem arises when an individual decides to ignore leadership directions. In many cases, they think they know best because they’re older or more skilled and believe they’re doing it for good intentions; “I really think I’m helping.” But at the end of the day, just like the rower above, all this person is doing is splashing and making the canoe zigzag or go in circles.
Roles and responsibilities exist for the sole purpose of minimizing confusion and ensuring swim lanes are not crossed. For instance, if you’re the accountant, you should not be telling the machinist how to make the product, and the machinist should follow the schedule, not make his or her own. Do the job you have, not the job you like or want.
“Do the job you have, not the job you like or want.”
Confusion at the leadership level tends to be more costly. It should always be clear who’s #1 and who’s #2, #3, and so on. There is one captain of the plane, one president, one pope, and one CEO in 97% of companies. Dual-headed organizations have a 95% failure rate because the “dual master” cancer will rip through the team and create division, disorientation, and destruction.
Intentional or accidental deviation from the path, overstepping boundaries, or questioning directives not only impacts team performance but also negatively affects
the leader, who may find themselves wasting too much time and energy on internal bickering and correcting rogue behavior instead of focusing on driving the business forward. While most leaders can deal with occasional distractions, if behavior persists and jeopardizes the health of the business, it’s their duty to act swiftly, because like cancer, ignoring it doesn’t make it go away; it continues to grow until it kills you.
