[rating:2]
(San Francisco: Jossey-Bass, 2010)
232 pgs
Leading Outside the Lines is similar to other leadership books that seek to address an issue of corporate leadership that is rarely if ever discussed. As a result, this is not a comprehensive book on leadership but one that hits hard on one important subject that deserves more attention than it generally receives.
While this book is 232 pages long, it essentially bangs one drum throughout. This is that most organizations underutilize the important informal dynamics that could greatly enhance their performance. The authors note that most organizations emphasize the formal processes. They note: “Formalists view the world through the lens of rationality—they value logic, analysis, data, and frameworks. They manage through formal processes and programs. . . .These formal elements are promulgated through the organization in protocols and memos and enforced with comprehensive control-and-reward systems” (19). Key mechanisms for formal processes in organizations include: strategy, structures, processes and procedures, programs and initiatives, performance goals and metrics (21). Anyone familiar with leadership is aware of these.
While leaders are generally very familiar with the formal processes, the informal avenues that run deep in their organizations are often neglected. The authors note: “In essence, the informal is the aggregate of organizational elements that primarily influence behavior through emotional means” (23). These include, shared values, informal networks, communities, pride (23-24). The authors observe that “unlike the formal the informal construct is not strategic, analytical, logical, efficient, or enforceable. Nor is it manageable in the usual sense of that term. It is intuitive, personal, emotional, immediate—and it can be influenced” (26).
Formal processes are useful for work that is predictable and repeatable that needs to be done efficiently and with little variance (28). The informal is particularly good when facing challenges or crisis or when creative problem solving is called for. Often the informal leaders of an organization are not necessarily the ones who look as if they are being groomed to become the CEO (53). But they know the pulse beat of the organization.
The reality is that there are benefits to both the formal and informal organization (67). The key is for leaders to maximize the benefits of both. Unfortunately, when organizations face challenges, the natural instinct is to rely on formal processes because they are easily measurable and controllable. Another problem is that when people try to address the informal of their organization, they do so as if it involves nothing much more than warm, fuzzy, pep talks (118). The authors note that those addressing the informal aspects of their organization need to tie their efforts to measurable, identifiable goals. There are ways to relate what is done on an informal basis with organizational productivity. Formal procedures are not the only ones with measurable results.
The authors cite an interesting study by Nicholas Christakis and James Fowler that demonstrated that if you have a friend who is obese, there is a 57% chance you will become obese as well. More starting, there is a 20% chance that if a friend of your friend is obese, you will become obese also (100). Clearly we are affected by the behaviors of those around us! So, wise leaders find a way to get to the hearts and behaviors of those in their organization.
I believe this book addresses an issue that we know intuitively but about which there is scant literature. We all know influencers in our church or company who may not hold the most powerful formal position, but whose opinion and attitude carries enormous weight. Likewise you may have discovered that despite sending out reams of memos and holding numerous meetings, attitudes and behaviors remained unchanged. Clearly when leading, it is imperative to touch both the mind and the heart of followers.
I found that this book addressed an important subject in leadership theory. Because it focused on a narrow issue, it struck me at times as if the point was belabored. Nevertheless, if you are interested in this particular subject (as most leaders should be), then it may stimulate your thinking on how to impact your organization at deeper levels than you may have been touching previously.