Human groups are functional, in part, because of hierarchy. Dysfunctionality comes about if either hierarchical power is abused or if there is a lack of hierarchical power. Hierarchy, status and power are natural and intuitive. So don't fight it; work with it.
Humans gain security and order within hierarchical systems. Hierarchy provides the means by which groups can operate productively. We seek status symbols, recognition and elevation within the hierarchy. People in authority have significant influence.
At work, the importance of hierarchy shows up in various, understandable ways. You might connect with one or more of the following experiences:
- People are very "touchy" about job titles and grades
- Offices and work spaces generally indicate position in the hierarchy
- Meetings are held in the office of the most senior person
- Person B keeps person C waiting, but wouldn't dream of keeping person A waiting
- Various "perks of office" are reserved for senior people
- Any change in CEO generates great interest
- The management career path is naturally more attractive than the technical career path, as progress up the hierarchy is the easiest way to increase status, power and wealth
- Matrix structures create frustrations
Leadership challenge
Given that hierarchy and power difference is natural for humans, the onus is on leaders to use the positive benefits of hierarchy while containing the potential downsides.
It can be done. When I joined one company I asked my colleagues about a prior CEO who had led the company. Their eyes welled with tears as they fondly remembered him. Here was a leader who used his power well. He:
- Was comfortable in his role as leader
- Added energy and a sense of purpose
- Gave people context for their work
- Cared about people and was friendly
- Treated all departments as equally valuable
- Avoided the common traps of power
Leadership traps
Here is a list of common traps that potentially arise from being at or near the top of the hierarchy:
Trap 1 - Compliance
Most people want to "keep in sweet with the boss". Why wouldn't they? It's the surest way to keep your job, get a pay rise and to get on in the organisation. The trap is when the boss drives compliance by being dismissive of contrary views. The more sensitive the boss is to disagreement, the more people wisely avoid debate. A consequence for the boss is that they deny themselves useful information and truth.
Trap 2 - Coalitions
Leaders can come to rely almost exclusively on advice from their few closest allies. These influential confidants filter information, enhance their own power by being closely connected to the leader and are used by others to gain access to the leader. Leaders need to stay connected to people at every level of the hierarchy and not be overly reliant on a few people.
Trap 3 - An unfriendly style
The fastest way for a leader to become isolated is to be unfriendly. Being human, staff keep out of harms way, and it only takes one event of intimidation for staff to keep their distance.
Trap 4 - Discomfort as the leader
Some leaders are uncomfortable being the leader and as a consequence are uncertain in using their power. Given hierarchy is natural, one of the empowering messages for leaders is that people want and need a single leader leading the group.
Trap 5 - Confidence over realism
Leaders can lose touch with reality. While optimism is desirable, it needs to be grounded with pragmatism. Leaders can be caught by over-confidence, over-stretching on debt or be exposed from lack of controls.
Trap 6 - Status displays
People display their positional power with status symbols. The trap is if leaders allow "perks of office" to get out of hand. Followers might continue to work out of need or fear, but discretionary effort is reduced as followers consider the "deal" unfair. Humans value a fair exchange.
Trap 7 - Managing up
Managers are good at either managing up or managing down, but rarely both. Top leaders need to avoid being misled by managers in your organisation who are great at managing up, but are making life hell for their people. Do you have information to know if this is occurring? Are you attentive to the stories that HR tells you? Do you deny reality ("surely they can't be that bad")?
Tip for leaders:
Here's one idea on how to use your hierarchical power to energise people. Surprise individuals across your organisation with a quick phone call, email or go to their desk, thanking them for a specific task they accomplished. If you have any doubt of your influence, watch their eyes light up and their energy go through the roof.