Should the "Boss" always know the answers?

There are two major themes that I have learned this week. One comes from Complex Adaptive Leadership and it is the concept that typically Leaders pretend to have all the answers to the organizations problems when in actuality, the subordinates tend to have the best idea of how to solve the problem. This charade is kept up by traditional managers in Leadership positions (Obolensky, 2009). The second concept is then the solution to that problem. If your leader should have all the answers but does not, how do you create and implement change even though you are not the boss (Harvard Management, 2009).

I am actually currently in a situation where I am not the boss but I see change that needs to be created within our organization. I am one of eight mid-mangers in my department that report to one manager. We lead 40 supervisors and 500 agents. 

I am only five months into this position but there seems to be needs that are not being fulfilled. We have operational issues that are being brushed over and there is a division between the eight of us and no real aspect of Teamwork to address the operational challenges. 

I have been working on how to help our team improve since I don’t think my boss has the capacity to do that currently. I have been working to build relationships with each of my teammates individually so when I have the opportunity to plant seeds of improvement I can make progress. 

My plan actually aligns with the tips from “Harvard negotiation specialist Roger Fisher and management consultant Alan Sharp” as outlined by Harvard Management Update. The five tips are: establish goals, think systematically, learn from expertise, engage others and provide feedback (Harvard Management, 2009). 

I have solid relationships with three of my team members, and a working respectful relationship with an additional three. One of my team members and I are slowly starting to build a relationship, but it is slower. So that is my attempt at engaging others. 

Additionally, I am working to set up a meeting at the beginning of the year where we can set goals for the new year. Part of this meeting is to find solutions to some of our department’s problems and to work to form a plan for feedback between different shifts. This meeting and the implementation of the meeting’s outcome will cover ‘establish goals, think systematically and provide feedback’. I am hoping that I am on the right track to help implement last change without our team and our department despite the fact that I am not the boss. 

For this project of sorts, I am trying to remember that adaptive change takes time, and that there is a difference between a change of behavior and obligatory compliance. I cannot force my peers to buy-in to what I think we need to change or improve but I think that there is potential if I stay humble and be patience with progress. 

How to Lead When You’re Not the Boss. (2009). Harvard Management Update, 14(3), 1–2.

Obolensky, N. (2016). Complex adaptive leadership: Embracing paradox and uncertainty. (2nd  ed.). New York, NY: Routledge.