Latest / Success Story with Scott Clary / Lessons - Why Command & Control Is Dead | Stephen M.R. Covey - Speed of Trust Author

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Lessons - Why Command & Control Is Dead | Stephen M.R. Covey - Speed of Trust Author · Success Story with Scott Clary

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  In this lessons episode, explore why leadership is moving beyond command and control in today's workplace.
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  Discover why trust, without inspiration limits performance,
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  understand how purpose-driven leadership fuels deeper engagement,
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  and uncover how inspired cultures unlock higher commitment and lasting impact.
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  I think that what you're trying to solve for are the most difficult things to solve for in leadership.
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  And if we look at one of the points that you make, you can better unpass podcasts in your book as well,
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  we're migrating from this traditional command and control model,
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  which actually, it's unfortunate, but when you're in a command and control model,
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  you don't actually need a ton of trust because people are just, you say,
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  do this and they say yes, and you say do that, they say yes.
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  So there may be internally they don't trust your decisions,
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  but ultimately they're still going to do what you're telling them to do,
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  which is not again, this is not a sustainable business model, we see it more and more.
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  So if we look at the future of, well, first I'd actually just like to get your opinion
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  on where leadership actually lies right now to date in 2022,
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  what are the observations that you see about businesses?
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  Do you still see businesses trying to succeed with a traditional command and control model?
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  Or do you see that being a business strategy and a leadership strategy that is going away very quickly?
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  Both. It's still in spite of all our progress.
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  We're still trapped a bit in the old command and control model.
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  We've become better at it, though, more sophisticated, more advanced.
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  I call it enlightened command and control.
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  So it's a lot better version of it, but still we're deeply scripted in our mindset and our paradigm
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  that we too often still treat people like things, just a more sophisticated
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  advanced enlightened version of it. So I call enlightened command and control.
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  And the data shows it's still about 9 out of 10 organizations are still in some version
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  of enlightened command and control or some version of command and control.
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  But to your point and you reference this, they're recognizing that it's not working anymore.
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  And it's certainly not going to work with this new generation of workers of, you know, Gen Z.
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  And it's not working very well with millennials and that this new world of work
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  requires a new way to lead. And the old model, the old command and control, isn't going to work.
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  That, like you said, that's operating on unfier and on position.
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  And you know what? People have choices and options today.
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  And people want a sense of meaning and purpose and contribution.
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  One, they want to matter. People want to be trusted. They want to be inspired.
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  And the old model, even the enlightened version of it to command and control, doesn't inspire.
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  You don't build high-trust cultures that inspire people through command and control.
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  You can't collaborate and innovate through command and control.
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  So we need a new way to lead in the new world. And I call it trust and inspire.
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  And so I think that is the future leadership.
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  I think we are moving from command and control to trust and inspire.
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  And we're in that process of moving. And I think we're further along in our,
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  in what we're saying and in what we're doing. We're saying we need to move to the equivalent
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  of trust and inspire. But our practices and our systems and our structures are still too much
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  caught in the old model of command and control. But we're recognizing, for the first time,
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  this does not work very well. And it hasn't for some time. And we need to shift.
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  So we need to become equally clear, not only where we're moving from command and control,
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  but where we're moving toward. I'm calling it trust and inspire.
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  You model, you trust, you inspire. That is the new way to lead in our new world.
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  It's what Sachin Adela has done at Microsoft. He came in and instilled a growth mindset.
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  He modeled, he trusted, he inspired. And they call it modeling coaching, caring.
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  And they moved, they really revitalized the organization at a time when they still were big,
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  but they were becoming less relevant, less innovative, less impactful, and revitalized
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  the organization through his leadership style. You know what, Cheryl Batchelder did at Popeyes.
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  It's completely revitalized the organization through leadership style, unleashing the greatness,
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  the potential inside of people, through the style of leadership, the saw the greatness,
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  inside of people, and unleashed it. And that's the kind of leadership that's needed today.
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  And that's where we're going, it's where we need to go. But you know what, we're still in that
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  process of getting there. And we need examples, models, and mentors of leaders that can help us do
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  this. And we need to become those kind of leaders to help us get there. It's interesting,
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  because I think that you actually unlock something that's very important. You don't just
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  have a high trust culture, because a high trust culture is great. That means that you trust people
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  to do the thing that's going to move the business in the right direction. But if those people
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  aren't inspired, you can trust them all day long. And then they're probably not going to be doing
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  the thing that's going to actually get the business to the next level. If they don't feel inspired,
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  they don't feel some purpose for what their work is. They're never going to be giving the 110%
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  that you would need from that person, and that you would try and get them in a command and control.
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  So if people just think I'm going to trust, I'm going to trust it. Everybody does the right thing.
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  But you have people that are completely disenchanted with the actual thought of showing up every
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  single day and doing the thing that they're going to do, the trust model falls flat. So it can't
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  just be trust alone because trust alone people are going to be like, well, he trusts, she trusts me
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  to do whatever I want to do. I'm going to apply for another job in my free time because I don't like
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  my work. I'm going to start a side hustle that's going to take up most of my day because I don't
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  really care about what I'm doing in my nine to five. So you have to have the inspiration. But that's
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  such a difficult thing to wrap your mind around. Like, how do I? Because you always say that, oh,
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  you want all your employees to feel like they're owners. I mean, you can give out some equity,
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  you can maybe give them some options. But like, it's very difficult to inspire somebody at the same
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  level as the founder, CEO, people that own the business. So how do you do this? How do you actually
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  do this? Yeah, well, I love how you framed it, Scott, because you're exactly right that the
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  high-trust culture is half of it. The high-trust culture that inspires, that inspiration is the
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  other half. And you need both halves in our world today to differentiate, to make a difference,
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  to be the kind of organization in place where people feel like they can, where they're trusted and
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  the work they do matters and makes a difference. And they want to make a difference. And so how do
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  you inspire? Well, first of all, let me say this, that I think you've identified, you know, to use
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  the Wayne Gratsky metaphor, where he was asked, what makes you so great at hockey? And he says,
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  I skate to where the puck is going to be. Not to where it's been, but to where it's going to be.
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  I think in leadership, the puck, so to speak, where things are going is towards inspiration.
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  Inspiration. And I think inspiration is actually the new engagement, the next frontier of
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  engagement. We've been focused on engagement for the last 20 years. And it's a good thing. I'm
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  not going to downplay engagement. It's vital to engage people so that they have that discretionary
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  effort that they're giving. That's a good thing. We need to continue to move towards engagement.
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  But I think there's another frontier, another level that's inspiration, even beyond engagement.
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  And there's actually a study from Bain & Company that shows that inspired employees
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  are yes, 125% more productive than merely satisfied employees.
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  Now you might expect that, you know, if satisfied is not enough, but they're even 56% more
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  productive than engaged employees. So another frontier level that we can reach when people
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  feel inspired and inspiration to inspire comes from the Latin term inspirari. It means
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  to breathe life into. So you breathe life into relationships into teams and organizations into
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  culture. You light the fire that's within people. It's internal, it's intrinsic. It's inside of
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  them. So motivation is external is extrinsic. So you motivate people with care and stick. That's
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  that can come out of command and control. And it's not a bad thing per se. It's just that you're trying
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  to move people through carrots through sticks to try to move people to do things. Inspiration is
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  internal. It's intrinsic. It's inside of people. You're trying to light the fire within and let that
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  fire burn. And you know, there's a need constant new incentives, new stimuli thrown at it.
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  It can live on. And if you can ignite that fire that's inside of people, that can burn on for
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  years. And that's a higher level that we're trying to achieve to tap into the desire for purpose,
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  for meaning, for contribution. I think that's where things are going towards inspiration to
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  be inspired. Had that fire lit within. I'll give you an example of this. I was, I went in
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  worked with the Pepperdine University, beautiful university in Southern California. And
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  here's their, I worked with Jim Gash, their president and their cabinet and their team.
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  Listen to the school of business there, the Graziato School of Business.
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  They establish a purpose that people really feel a sense of connection to that inspires them.
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  And they, and they freight it this way that our purpose is not to develop leaders who are best in
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  the world. Our purpose is to develop leaders who are best for the world. You know, best for the
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  world leaders. Now to be best for the world, you got to also be pretty good in the world too.
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  You know, you see, you know, so it's not saying it's not either or it's an end, but the overarching
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  purpose is contribution to make a difference to matter best for the world leaders. And imagine
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  what that does to inspire the professors, the faculty, the staff, the janitor, anyone working
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  there feels like I'm part of developing best for the world leaders. And in tapping to that sense of
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  purpose, meaning and contribution, that's what we want to do. So that, you know, tapping into that
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  that sense of purpose matters. But I think it's even possible to inspire people when we do it
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  through caring as a leader that you care, you connect with people through caring in a sense of
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  belonging as well as connecting people to purpose, meaning and contribution. So it can be grand
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  in the sense of there's purpose, meaning and contribution, but it also can be micro in the sense
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  of my immediate supervisor, my colleague, my peer, they care about me. I feel this sense of caring
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  and that inspires me. I feel a sense of belonging and that inspires me and every one of us as leaders
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  can do that. Everyone can inspire. It's a learnable skill through a sense of caring and purpose
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  as well as connecting people, excuse me, a sense of caring and belonging as well as connecting
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  people to purpose and a meaning. That's the idea. It's learnable. It's not just for the
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  charismatic. Everyone can inspire. It's a learnable skill. Yeah, I was going to say it's, you know,
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  like sometimes some of the points that you're bringing up, it's not just for a leader who is a
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  charismatic evangelical first class on stage public speaker. When you're talk, the things that you're
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  talking about, if we unpack them a set further, there's sort of two things that I pulled out from
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  that. So you have an organization that has clear purpose, mission, culture, and they actually
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  focus focus on making sure that the the mission statement on the website is more than just the
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  mission statement on the website is something that the whole company believes in buys into maybe
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  even adds into. But then you also have at a leadership level and individual level, you have
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  people that are just being very high EQ empathetic individuals caring for each other. So it's something
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  that permeates all the way throughout the entire organization. And that's what I guess you're saying
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  when somebody's living and breathing that every single day, that's what actually gets them to go
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  the whatever the 125% or whatever that number was. Yeah. Is that correct? Okay.
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  Absolutely. That's it. It's that simple and that difficult. Yes. But I love, you know, your point
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  is this is not just for the charismatic. I think too often we've equated inspiration with charisma
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  thinking you got to be this charismatic soul to inspire people. But think about it. Scott, I bet
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  you're like me. I and I bet our listeners and viewers feel the same. I know people,
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  some people who are very charismatic, but who aren't necessarily inspiring because it's all about
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  them. And you know, they might be charismatic, but I don't know if that inspires me. I know other
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  people who no one would necessarily describe as charismatic, but who are extremely inspiring because
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  of who they are, how they care, how they connect, how what they do matters. So let's separate charisma
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  and inspiration. And everyone can inspire. And you named it. You inspire when you connect with people
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  through caring, through a sense belonging. And then you inspire when you connect people to
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  purpose, to meaning and to contribution like Pepperdine University is doing and others are doing.
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  And we can learn to do that as leaders in both fronts. And if all you do is a leader,
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  if all you do is focus on caring for others, caring for people, caring for those that you're served,
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  empathy, compassion, showing that, that actually will inspire them when they sense that you care
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  for them. And I like how Maya Angelou put it, the great poet, Solar Wright's advocate champion.
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  She said people, I've learned that people will forget what you say, they'll even forget what
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  you do, but they'll never forget how you made them feel. And when you have a sense of caring
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  that people feel, in a sense of belonging, that inspires like almost nothing else. And that
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  will move the needle. And we can learn to do that.
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  To watch the full episode, see you in the next one.