Speaking To One.
The following is an excerpt from The Carrot Principle, written by Adrian Gostick and Chester Elton:
The assumption of many managers is that important information will come from the head office or human resources. But when we push a little harder, a manager’s intuition tells them that if they have something important to share, they do in person, one by one.
Chances are that in this case, if what you had to communicate was that important, you might even go to the employee’s home to share the news. Here’s what it boils down to:
We communicate with the masses, but we manage to the one.
As managers, we rely one the organization to send out newsletters, videos, and posters. We have company meetings and give speeches to rally the troops.
We have attractive intranet sites with flash animation. We hang inspirational posters touting our values and send out news-filled emails. But while all that information may be helpful to a few select souls, very little of that communication really changes employee behavior.
That’s why great leaders realize they must manage to the one.
I thought the excerpt above was an accurate description of how many of us as leaders today, who leverage various social media outlets to communicate with others, may in fact be confusing the importance of speaking to the masses…
…with the importance of speaking to one.
Today, thanks to the emergence of social media, our messages have never been more louder and frequent, yet at times, they have never been more unclear. When we foster an environment where leaders can lead from their laptop or mobile phone, and not value the importance of personally engaging with those they lead, then we in fact are not creating leaders anymore.
We are creating pointers.
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I have to admit, after reading the first paragraph I was lost, and almost stopped reading the post. However, when I came to your input on the article, it rang all sorts of bells in my head. I was just thinking the other day how I wished this guy I was really into would stop using modern technology to contact me all the time. How I long to hear his voice, and feel his touch, but obviously he doesn’t feel as if human contact and personable encounters are important. Needless to say I dumped him over the weekend.
I don’t have as rich of a story to tell as Shakita, but her point is valid and very real nonetheless. I believe as middle-men (the managers, coodinators, the assistant ministers, elders and the supervisors) of organizations across the globe we have a responsibility to convey this message to our forefront leaders (under-shepherds, apostles, CEO’s, etc.) on behalf of their target audience (and the sheep of the fold) we’re helping them to support.
Forefront leaders don’t build teams. Forefront leaders build individual leaders. The individual leaders build teams when they group-up and cooperate. The masses are reached in a moment and the leaders are built over a lifetime.
Keep it flowing Milan; so far, it’s all relevant.
Ive been praying for a mentor, God has blessed me with many gifts and I long to have someone in my life who has been where I am going. What happened to each one teach one! I will not be one who has wisdom and not pass it on. I will impart into others and teach them to do the same. Some where along the way somebody dropped the Ball! People fear others will become greater then they are, well helloooooooo isnt that the point! Believe me, Jesus said to his disciples you will do greater works! He is our perfect example of Leadership. To lead is to serve. Some of us forgot! God help us to be better servants!
I’m grateful for what technology allows us to do but I know in my knower when its time to pick up the phone for that personal call to my leaders or say, “let’s do lunch, get together or something.” Not to discuss the work of the ministry but to actually listen to them and what’s going on in their lives..