When it comes to management, there are many schools of thought and philosophies. But one of them proves particularly counterproductive: sophistication. What does that mean?
For a certain category of managers, the more complex the management of the company and teams, the more effective it is. However, the opposite is true. Under the guise of compliance with directives and regulations, some senior managers multiply decision-making levels, processes and circles of responsibility. This excessive complexity generates confusion, doubt and widespread dissatisfaction.
Most companies would benefit from doing exactly the opposite: simplifying and optimising their processes and flows. This saves time, energy and money.
But let’s be clear: for some managers, simplification means losing power—over teams, structures, or even products.
The sophistication of a product should not be confused with that of the organisation that designs, manufactures, or sells it. And yet, we often see:
• Unnecessarily complex processes.
• Overly elaborate decision-making processes.
• A dilution of responsibilities among several entities.
• Omnipresent micromanagement.
Let’s take an example: it would be like a watch manufacturer modelling its internal structure on the production of a watch with seven complications. That would make no sense. On the contrary, we must seek to:
• Simplify flows and processes,
• Reduce the number of intermediaries,
• Delegate responsibilities within a clear and appropriate framework,
• Sfocus on the essentials,
• Vaim for excellence through simplicity.
Places of excellence share the same characteristic: they are calm, fluid and simple, even if their activities are complex. This apparent simplicity is the result of great collective mastery: everyone knows exactly what they must do. In many cases, the leaders of these organisations demonstrate authentic leadership.
We may be appointed managers, but only our attitudes, behaviours and actions make us true leaders.
Organisational sophistication undermines effectiveness. Experience shows that this battle is far from won. Far too many leaders want to control everything, know everything and decide everything. However, knowing the details of how your company operates does not mean you have to approve every adjustment made by a maintenance technician.
A true manager knows how to take a step back and inspire confidence through simple words and clear actions. This is how they motivate and lead their teams.
Enjoy your reading and see you soon.