In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.
Interpretation
Natural leaders are not always those who hold official titles, but rather those who inspire and guide others through their actions.
In his quote, Gary Hamel highlights the distinction between formal leadership positions defined by organizational charts and the concept of natural leaders who possess intrinsic qualities that inspire others to follow them. These leaders may not have official authority, yet they significantly influence their peers and can often drive change within a company more effectively than those in traditional managerial roles.
In practice
In a leadership seminar to emphasize the value of soft skills over titles.
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.
To create an organization that's adaptable and innovative, people need the freedom to challenge precedent, to 'waste' time, to go outside of channels, to experiment, to take risks and to follow their passions.
If customer ignorance is a profit centre for you, you're in trouble.
It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.
The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
It's about communication. It's about honesty. It's about treating people in the organization as deserving to know the facts. You don't try to give them half the story. You don't try to hide the story. You treat them as - as true equals, and you communicate and you communicate and communicate.
When leaders claim that God bypasses their followers and speaks directly to them, they greatly diminish all God does through the lives of believers.Leaders who begrudge people the opportunity to seek God themselves and who do not actively teach their people how to hear God's voice have disqualified themselves as spiritual leaders.
Leadership should be born out of the understanding of the needs _x000D_ _x000D_ of those who would be affected by it
it is much safer to be feared than loved because ...love is preserved by the link of obligation which, owing to the baseness of men, is broken at every opportunity for their advantage; but fear preserves you by a dread of punishment which never fails.
In the end an organization is nothing more than the collective capacity of its people to create value.
Prioritization sounds like such a simple thing, but true prioritization starts with a very difficult question to answer, especially at a company with a portfolio approach: If you could only do one thing, what would it be? And you can't rationalize the answer, and you can't attach the one thing to some other things. It's just the one thing.
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