Buffalo and Fish - Superleader Theory

Manz and Sims also gave a flight of the geese model of leadership they term "Superleader." The Superleader theory calls to mind the work of Frederich Nietzsche, who advocated a superman/ superwoman model of leadership. For Manz and Sims, as for Belasco and Stayer; this means making nearly everyone in the organization a leader. Like Nietzsche, they consider the modern heroic leader to be an out-dated myth.

According to Sims and Manz (1995) a Superleader leads others to lead themselves: "Give a man a fish and he will be fed for a day; teach a man how to fish and he will be fed for a lifetime". Their typology is composed of four leadership styles: Strongmen, Transactors, Visionary Heroes, and Superleaders.

Strongmen- When firms perform poorly, leaders get tough, which translates into lower rewards for employees." This is a hard-nosed boss who laid out his expectations firmly and loudly. He is a dictator whose style is to intimidate. The Strongman leader exhibits behaviours suggesting that she or he knows the "right" way and the follower should obey or else.

Transactors - For this leader, the power moves are all for self glorification. Transactors use rewards, rather than retribution. Everything is incentive-based, and as a result, employees are motivated to perform well enough to collect the reward; but not to do their best. The Transactional leader archetype has its genesis in the exchange leadership theory.

Visionary Heroes- lead by inspiration, evoking an emotional commitment on the part of followers. e.g. Joan of Arc, Martin Luther King Jr., John Kennedy. They inspire and exhort, persuading with the glory of their mission and their own personal charisma. Manz calls these followers "enthusiastic sheep." The Visionary Hero leader archetype has its genesis in the transformation leadership theory.

Superleaders- they teaches others to fish, to develop their own skills in self-reliance, initiative and self-management. There is a strong focus on self-managed work teams and empowerment. Superleaders question routines. Superleaders drive their company from the bottom up, seeking wisdom and direction from their subordinates--and creating a feeling of ownership among them

SuperLeaders turn followers into self-leaders. The assumed advantage is that superleader teams of self-leaders will be more flexible and react quicker to changes in the market than in the command and control model of autocratic leadership. Superleader workers must be highly-skilled. Chopra argues that superleaders work to strengthen their associates' self-esteem. 

A superleader’s brief is to spot and liberate this ‘leader’ in every employee. And, this liberation cannot happen overnight. It is often the result of a continuous effort at developing individual capacity of every employee till they realize their optimum potential to act in a responsible manner". (Chopra, 2000).

Sims and Manz have seven steps to develop Superleaders:

1. Become an effective self-leader

2. Model self-leadership

3. Encourage self-set goals

4. Use rewards and constructive feedback to develop self-leadership throughout the organization

5. Create positive thought patterns

6. Promote self-leading teams

7. Facilitate a self-leadership culture

The authors attack "heroic" leadership as a traditional myth, the leader as a pillar of strength that will lead people on a journey to progress and performance. They believe the Hero with an inspiring vision and a riveting personality discourages independent thinking, and thus inhibits superleadership.

They are also critical of the "Strong Man" style of leadership, arguing that fear-based leadership smothers imitative. Similar to Machiavelli's Prince; but it should be noted that Machiavelli is clear that the Prince operates on more than fear (i.e. love and hate). They argue that the "strong-men" who single-handedly led organizations to great heights is sadly out-of-step with today's corporate needs.

The Transactor (or Bureaucrat) is the Prince who seeks "what's in this for me," the politician we see in some many complex organizations.

Each leadership approach is appropriate under specific circumstances. Yet, we favor heroes and superleaders over bureaucrats (transactors). Followers of Supermen, Superleaders, and Flight of the Buffalo are people who are coach and who learn to lead one's self. The lead goose's job is to be a mentor, clear away obstacles and champion the everyone is a self-leader model. The difficulty is working with people who have been trained their entire life to be dependent upon a central authority.

Making the Buffalo Fly

The problem is how to move from a Buffalo Herd to a Flight of Buffalo/Geese worldview. The "Flight of The Buffalo" is the transformation of the leadership paradigm from Head Buffalo, to a flight of buffalos where, members of the team alternately lead and support, as situation demands.

The method is based on the following principles:

1.            Transfer ownership

2.            Create the environment for ownership where each person wants to be responsible

3.            Coach the development of personal capabilities

4.            Learn faster and encourage others to do the same

The route is a self-analysis of the culture derived from the leader actions, interactions and personal leadership style: "What am I doing or not doing, as a leader, that prevents them from assuming responsibility and performing at the new level?" Belasco and Stayer believe that all people will rise to the challenge, when it is their challenge. In transferring ownership, the authors present that "I am the Problem" in accepting the followers' responsibilities.

Leaders must paint a clear picture of great performance for the organization and each individual. Leaders, through discussion, must focus individuals on the few factors that create great performance. In this environment, leaders must align organizational systems and structures to send a clear message as to what is necessary for this great performance to occur. Tapping into followers' "Intellectual Capitalism" is great performance for the leader.

Buffalo, Geese and Fish

I was planning some research on Management Styles in general, however I stumbled across this one and got a bit distracted. It is relevant to management styles overall, but focuses on 2 specific models - by Belasco Stayer and Manz Sims.

Leaders must paint a clear picture of great performance for the organization and each individual              

Flight of the Buffalo(Belasco & Stayer, 1993) explores the paradigm shift in leadership from the old command and control model (a head buffalo leads through acts of planning, organizing, initiating, and controlling) to the new intellectual capitalism one (where everyone becomes a leader). The old paradigm of command and control is also known as "Managerial Capitalism" where professional managers centrally control the corporation while pretending that they are under the authority of shareholder-owners.

The Metaphors

The comparison to the Buffalo herd is that they will not act independently without the guidance of the leading Buffalo, therefore the followers will stand idle and be slaughtered if the chief buffalo is killed first.

The classic command and control leader is, metaphorically, the lead buffalo: the individual who directs all day-to-day operations of the company and expects subordinates to defer all important decisions to the top. Head Buffalo plans, organizes, commands, coordinates, and controls.

When geese fly in the "V" formation, the whole flock adds considerably more to its flying range than if each bird flew alone. Whenever a goose falls out of formation, it suddenly feels the drag and resistance of trying to fly alone and quickly gets back into formation to take advantage of the power of the formation. When the lead goose gets tired, it rotates back in the wing, and another goose flies point. The back geese honk from behind to encourage those up front to keep up their speed. Finally, when a goose gets sick and falls out, two geese fall out of formation with it until it is either able to fly or it is dead. They then launch on their own, or with another formation, to catch up with the group.

So in the new paradigm, the geese rotate leadership regularly and frequently, enabling each member to be responsible for the appropriate course and direction of the team, and allowing each to rest and recuperate from the additional work of leading the flight, as needed.

The Flock of Geese replaces the Head Buffalo mentality. Power is no longer based upon physical/mechanistic forms, but is now based on intellectual capitalism.

 The Model

Buffalo - or Managerial Capitalism, the old command, coordinate, and control model of leadership.

Lead Goose - or Intellectual Capitalism- leaders who coaches and trains people to take ownership, and lead themselves in a (self-managed work) team-based, customer focused discipline. Ownership is thus not about legal rights, but a state of mind. There is a strong focus on teams and empowerment. Also, people are given direct control and responsibility over their own work. Lead geese question their empowered leaders to think for themselves. The emphasis is on partnership in a network-type organization.

Buffalo	Geese
Hierarchy	Network of teams
One leader	Everyone is a leader
One voice	Many voices
Leader will fix it	Everyone fixes it together
Co-dependency	Empowerment
Leader owns work responsibility	Person working owns their own work
Slow learning	Fast learning
Leader is head buffalo, not a team player	Leaders coach others and seek to be one of the team
Leader is boss	Customer is boss
Fit for stable times	Fit for changing times
Theory X (McGregor)	Theory Y (McGregor)
Autocratic leader (Lewin)	Participative style, tending towards Laissez Faire (Lewin)
Tells and Sells (Tannenbaum & Schmidt)	Shares and Consults (Tannenbaum & Schmidt)

Life Quotes

COMPANY POLICY - EFFECTIVE IMMEDIATELY

Dress Code

It is advised that you come to work dressed according to your salary. If we see you wearing Prada shoes & carrying a Gucci bag, we assume you are doing well financially & therefore do not need a raise. If you dress poorly, you need to learn to manage your money better, so that you may buy nicer clothes, & therefore you do not need a raise. If you dress just right, you are right where you need to be & therefore you do not need a raise.

Sick Days

We will no longer accept a doctor's statement as proof of sickness.       

 If you are able to go to the doctor, you are able to come to work .

Personal Days

Each employee will receive 104 personal days a year.

They are called Saturday & Sunday.

Bereavement Leave

This is no excuse for missing work. There is nothing you can do for dead friends, relatives or co-workers. Every effort should be made to have non-employees attend to the arrangements. In rare cases where employee involvement is necessary, the funeral should be scheduled in the late afternoon. We will be glad to allow you to work through your lunch hour &

subsequently leave one hour early.

Toilet Use

Entirely too much time is being spent in the toilet. There is now a strict three-minute time limit in the stalls. At the end of three minutes, an alarm will sound, the toilet paper roll will retract, the stall door will open, & a picture will be taken. After your second offense, your picture will be posted on the company bulletin board under the "Chronic Offenders

Category". Anyone caught smiling in the picture will be sanctioned under the company's mental health policy.

Lunch Break

Skinny people get 30 minutes for lunch, as they need to eat more, so that they can look healthy. Normal size people get 15 minutes for lunch to get a balanced meal to maintain their average figure. Chubby people get 5 minutes for lunch, because that's all the time needed to drink a Slim-Fast.

Thank you for your loyalty to our company.

We are here to provide a positive employment experience.

The 10 Commandments for Good Customer Service

1. Commit to quality of service  

2. Know your products  

3. Know your customers 

4. Treat people with courtesy and respect 

5. Never argue with a customer  

6. Don’t leave customers in limbo 

7. Always provide what you promise 

8. Assume that your customers tell the truth

9. Focus on making customers- not on sales 

10. Make it easy to buy

 

Inspiring Stories

Jim Paused

Jim paused and looked up as Margery walked out of the office. 'Go home sometime!' she called at him. She worked hard enough herself, but Jim was in a class of his own. I'll be off in a minute, he thought. Just doing this bit of email.

The security system clicked in and the lights dimmed. Damn, he thought. I'll be in trouble. He grabbed his bag and left the computer chugging away. It'll be done by morning.

'Sorry, love. Urgent work again,' he mumbled as he hurried in, kissing his wife, who look more concerned than cross. 'Is there any dinner left?'

Jennifer was already in bed, of course. He crept up and felt that wonderful glow as he looked down at the innocent sleeping there, all curls and cutsie. It was all for her, really. I'll try and get some time this weekend.

They sat down together to watch the late film, Jim on the floor leaning back into Laura's smooth legs that flowed down from her tired body. She did look tired. We're both tired, I guess. During the adverts, he skipped out to check voicemail.

*

The next day he was in early, as usual. Brian's car was there, too. Strange. His manager usually came in around eight.

'Jim. Uh.' Brian looked oddly at him. 'I knew I'd catch you now. Could we talk?'

He knew. It didn't take a genius. Things had been tough recently, and even though he'd upped his already full workload, he'd guessed it would only be a matter of time. Grateful for many years of dedication. Yeah, yeah, yeah.

Even though he was ready for it, he wasn't. He thanked Brian. Said he understood how difficult it was for him. Walked out with a frozen smile. Not kidding anyone, really. But the alternative was worse. He met Margery going the other way in the car park. She took one look and her mouth fell open. Obvious, I suppose. 'Not now, Margery,' he said, as he hurried to his car.

The house was empty. He made a cup of tea and sat at the kitchen table, not drinking it. He went into the study and looked stupidly at the piles of papers. He went upstairs and sat on the bed. He went outside and sat in the garden. It didn't change anything. Staring into nothing, the hopeful future gone. Poof. Just like that.

*

After ages, Laura came back. He'd been dreading it, but there was no way he'd be one of those sad fools who pretended and still went out in the morning. She was, predictably, both shocked and determinedly supportive. What a woman. He didn't deserve her. We'll get by, she said. I'm earning enough to pay the basic bills.

But that's not right. I'm the provider. It's what I do. I work hard and get paid well. There'll even be a good pension if I can stay the course. Or not. He noticed his own breathing. Long, deliberate and slow. You'll be alright. You'll get another job. Maybe not as good. But something. Anything. And hey, you'll get the time this weekend after all.

Laura went out to get Jennifer from school. When they came back, he was still sitting on the sofa in the gathering gloom. Jennifer came over to him, climbed up and stood on his lap, looking seriously into his face with those deep blue eyes. Without a word she put her arms around his neck and hugged him. He held her tightly. As they sat there, clinging, he felt the ice inside begin to melt.

Inspiring Stories

The Path is a Choice
A man owned a house on the corner of a busy street. With a school nearby, all the students cut across the corner of his property which carved out a trench like path in the grass. Each year he tried a new strategy of fixing the problem. For many years he reseeded the grass, then he laid sod, then he raised a fence, he yelled at the children & even got a dog but the problem continued year, after year, after year. He became bitter and defeated & had reached the end of his rope after so many years in grief over the small strip of land. While considering selling his home, he had an new idea. He laid interlocking brick and made the path permanent. It looked wonderful & people appreciated it. His burden was lifted. He felt good about himself, his solution and even the students. He never concerned himself with it again.

Inspiring Stories

The Yellow Balloon
There was once a yellow balloon which was round and wonderful. Whoever held its string just had to admit that they were stunned by its beauty.
This made the balloon very proud and it puffed itself up and pulled to go higher. One day it managed to slip its string and sailed happily upwards.
As it soared into the sky, the people below pointed and clapped. The balloon swelled with pride as it sailed on for all to see and admire.
Soaring upwards, it looked in disdain at the little people below and with envy at the shining sun. 'I am the biggest and brightest balloon in the sky,' it said, and stretched out in front of the sun, blocking its view.
The people far below gasped as the balloon eclipsed the sun. But the sun's fires do not stop raging and the tight and thin balloon struggled and sweated to hold itself together.
And then there was a very loud 'bang' as the balloon burst into a million small pieces of rubber which floated back to earth amid the rain of its last sweat and tears.
The people stood, shocked for a moment, as they wondered what would happen next. And then, as others cheered, someone started to blow up a new balloon.