Pecking Order

Norwegian psychologist T. Schjelderup-Ebbe found that in any flock one hen usually dominates all the others. She can peck any others without being pecked in return. Second comes a hen that pecks all others but the top hen and the rest are arranged in a descending hierarchy, ending with one poor hen that is pecked by all and can peck no one.

Within all organizations there is a pecking order - sometimes its systematized, but most often it is informal. Everyone knows about it, and if they were honest they'd say they don't like it when they are being pecked upon but it ain't so bad when you are in a position to do the pecking. In these environments promotions are often given by length of service or by assignment from the top. It is usually well established organizations that use this system. Newer, more nimble companies base promotion on who can get the job done, who can get results, who can lead - regardless of age, length or service or connections. Leaders who get their position by assignment rather than merit base their security on their title rather than their talent. Those who follow this type of leader do things because they have to, not because they want to. Juxtaposed against this model is the model where leaders are great not because of their power, but instead because of their ability to empower others. Which kind of leader do you want to follow?

Leaders must be willing to make personal sacrifices. Far too many folk want to bear the title, but not bear the cost. The captain of the hockey team is not always the most skilled player, but he is the most respected. He's often the first on the ice to practice, the last off the ice, represents the team, goes the extra mile, and makes sacrifices for the good of the team.

Leaders need followers. How can our leaders lead us if we are unwilling to follow? We seem to have entered a phase where all directives from our leaders are open for discussion and are options for followers to consider. There should be no expectation that we follow our leaders blindly, yet at the same time we can not always be guided by a compass that says "I'll follow as long as it makes me feel good", or, "I'll see what fits for me, take that, and leave the rest."

Vince Lombardi, former coach of the Green Bay Packers is credited with a number of quotes crafted to bring out the best in his players. Known as a man driven to the goal of victory on the gridiron, he coined the phrase, "Winning isn't everything, it's the only thing". As we move toward the middle of the first decade of the 21st century, we face challenges that arrive at a pace which has not been seen at any other time in our history. Now more than ever we need leaders who not only have the authority to lead, but are competent to lead. As we chart our course for the future, should we borrow a page from Mr. Lombardi's book and say, "Leadership isn't everything, it's the only thing."