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Wealth starts with leadership that is visionary with the ability to inspire and motivate. Leadership structure offers learning opportunity, at all levels, which influences employee attitude toward promoting ideas and accepting change. Change offers opportunity that attracts people who love to learn and think outside the box. With decision making responsibility on the front line, issues can be addressed at an early stage. With learning and decision making opportunity the employee learns how his decisions help the organization create wealth. With this skill employees learn how to create wealth for themselves.
Top leadership and its leadership style determine the quality of employees that come into the organization and stay. Leaders that share decision making authority attract visionaries at all levels. With many people focused on efficiency the organization becomes aware of problems and opportunity at an early stage. Early action produces efficiency.
To give employees, at all levels, decision making responsibility they need learning opportunity. When people make decisions they brag about what they did. Bragging is a training session. If the decision was a bad one, everyone in the organization hears about it. This is a training session of what not to do. Benefits of frontline decision making far outweigh bad decisions, because they are not repeated and quality decisions are. Bad decisions mean someone is searching for a better way. Most of the time trial and error is the only way to find out what works. Bragging also means they have pride in their job and what they are doing. This pride has tremendous influence with associates and people associated with the organization.
The type of people that adapt to decision making responsibility have a love to learn, are always seeking new opportunity, and have the ability to educate themselves. This skill is demonstrated with self motivated projects, where new ideas are being explored. The search for efficiency creates wealth for the organization. Quality decision making skills he learns in the workplace leads to creating wealth for himself.
Most people do not know what their interest or natural talent is until offered opportunity. When a match is found they are turned on and nothing can stop them from developing that interest. When people have decision making authority they have opportunity for self discovery and the organization has opportunity to find natural talent and benefit from it. Finding needed talent inside the organization offers higher benefits than searching for similar talent outside.
Today’s public education system does not inspire a love to learn or train for visionary skills. Their goal is for students to have enough skills to land a job and take home a paycheck. They are taught to depend on formal education for knowledge. On the job they do repetitive task and live from payday to payday. Paydays and quitting time are their goals. When the repetitive task is obsolete they are on the street looking for ways to start over.
The above leadership structure was adapted by the Panama Canal Company, Panama in 1904. When I was hired in 1963, the job interview was more about what I was doing in Panama than machinist skills I was applying for. I was hitchhiking through Central America headed for my big adventure down the Amazon River. In Panama I was out of money. The interviewer was more interested in my goals than skills. On the job I soon found out why, many coworkers were there because of their grand adventure dreams and ran out of money too. This is the type of employees they want, self motivated driven. Panama is the crossroads of the world for adventures, east and west for sailing yachts, north and south over land. For the first time in my life I worked with coworkers who had big dreams. My visionary and self education skills put me at the top of the list for opportunity and promotions. I found a home and fit in. I retired 25 years later. During that time opportunity I was exposed to, qualified me for about 8 professional skills, all with no formal education. To learn more about type of people employed by the Panama Canal Company, Google “Canal Zone,” or “Canal Zone memories” and read their stories.
There is an organization that supports home grown visionaries with wild ideas that have little or no commercial value. Ted (does not use last name) is the founder of Maker Faire. His mission is to bring together technology, entertainment, and design. He is a motivational speaker with tremendous ability to inspire. His website tells the story. Be sure and watch his presentation on the video. makerfaire.com The people associated with his organization are what visionary based organizations are looking for. The projects they are working on may require a different skill that their employment skill. With a basket of skills they will not have employment problems.
Workplace learning opportunity creates opportunity to learn additional skills. Should the current skill become obsolete the employee has a backup and the organization keeps a quality employee. During an economic downturn the organization and employees are all winners, they do not need to seek retraining when there is no money.
There are many barriers to creating a visionary based organization, because many organizations are based on maintaining the status quo and employees reject change. In these organizations visionaries are a job security threat to leadership, if inside, are held down or fired. The policy of social prejudice is another barrier, because visionaries are not confined to social class.
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