The "Outside of the Circle" Leadership Approach

Facing the mainstream culture of the company, do you always feel a little out of place? You are considered an "outsider", perhaps because you don't speak authentic Cantonese, Beijing, or Shanghainese; perhaps you are a lady working in a male-dominated institution, but not willing to follow men the way you do things; maybe the company advocates "hard work", but you want to take on more of a father's role...

You may not realize that you are a "tempered radicals" )". You want to achieve career success in the organization while maintaining your unique identity. You are constantly walking between conformity and defiance, eager to find a way between difference and integration. More importantly, you're trying to drive incremental change in the organizational culture through less dramatic actions.

Whether it's a company executive, department head or rank-and-file, Modest Radical Leadership is a must-read survival guide for "outsiders".

A true "reader orientation". Although scholars have long made a clear distinction between "leader" and "manager", it is undeniable that the orthodox leadership theory still focuses on the management (mainly the top) of the organization. Some "official standard" means. From the "old four theories" of great man theory, characteristic theory, behavior theory and contingency theory, to the "new three theories" of charismatic leadership, transformational leadership and visionary leadership in recent years, there is no exception.

The moderate radicals that this book focuses on can be people at any level of the organization and in any position. It analyzes numerous cases in depth, encourages "outsiders" to turn their confused eyes from the outside world to themselves, recognize the value of "differentness", and maintain it in a balanced way - not too much Moderate, completely assimilated by the mainstream culture, don't be extreme, and become a victim of the strong pressure of the mainstream culture.

Author Debra Meyerson is a professor of organizational behavior at the Stanford Graduate School of Business. She noted that her interest in the topic stemmed from her "inherent feeling of being out of place". Interestingly, Warren Bennis is often seen as a guru of orthodox leadership theory, but says Moderate Radical Leadership "has helped moderate radicals like me feel less isolated and more vulnerable because of it. Inspiration."

An actionable guide to action. First, Meyerson sketches moderate radicals and divides those who "want to rock the boat, but stay on board" into three categories: social identities (such as race and ethnicity, sexual orientation, and gender, etc.) ) are different; cultures and behavioral styles are different; values and beliefs are out of tune with the mainstream.

Next, the author gives a "strategic map" for the moderate radicals to reverse the situation. According to the size of the influence of the behavior, Meyerson analyzes seven strategies in turn: silent resistance, loyal to oneself; face the collision, turn the conflict into an opportunity; solve the problem through negotiation and expand its influence; strive for "small victory", and then Trigger change in a larger sense; unite supporters and organize collective action. These are the "middle paths" found by people inside and outside the circle between moderate and radical.

However, the mask "reshapes the face below it". Over time, the "actor" can have a hard time distinguishing himself from the character he plays. The life of moderate radicals is not easy, and they face at least four kinds of pressures: the difficulty of ambivalence; the growing temptation to assimilate; the potential damage to their reputation; failure and frustration. In the end, Meyerson attributes the moderate-radical leadership model to "everyday leadership." They are unobtrusive, quiet and unassuming, yet committed and determined to the goal of change.

A vivid and thought-provoking case. The words mild and aggressive, humble and persistent easily remind us of another best-selling book - "The Quiet Leadership", and Jim Collins's "fifth-level manager". But in my opinion, Meyerson's argument is more systematic and comprehensive. Moreover, the many cases mentioned in the book may make readers feel empathy and hook up with their own professional life.

For example, two equally outstanding employees, the male employee is arrogant and boastful, everyone laughs at this, and even thinks he is funny; while the modest and calm female employee will be criticized if she says a word for herself for "good performance". I believe that there are many similar situations by your side.

The book also mentions famous filmmaker Robert Redford. I have always had a question: Why did Redford produce such excellent films as "Ordinary People", "Love in the River" and "Horse Whisperer" and launch the Sundance Film Festival that supports independent production. Frequent appearances in commercial abuse films such as Immoral Transactions" and "Spy Game"? In this book, I found a good answer: "Redford continued to work in the film-making system he hated... In order to return to the independence he longed for, he was willing to deal directly with the devil." , Redford is a typical moderate radical.

Fast Company magazine associate editor Keith Hammonds commented, "Moderate radicals are not being exterminated, they are stimulating their organizations like pearls stimulate oysters." Outsiders "recognize the value of "different" and provide them with a mental model that dictates leadership for change.

Moderate and Radical Leadership, by Debra Meyerson, 1st Edition, January 2005 by Mechanical Industry Press, 29.8 yuan.