With all the recent reports in the press about an attempted leadership coup in the Labour party, Gordon Brown has certainly had his work cut out.
‘A problem shared is a problem halved’ so they say which is why historically some organisations have adopted a shared leadership model – a style that stood Republican Rome in good stead for over four centuries. But is it an impractical irrelevance in the cut and thrust of business or a highly valuable but sadly forgotten art?
Practical ideas to make shared leadership a reality:
- Choose leaders for rapport not skills: The outgoing CEO of GE chose Jack Welch and two vice chairmen not as the best individuals for the job but as the best complementary team, combining talent and rapport.
- Consider fixed-term appointments: This means co-leaders must arrive and depart at the same time; which will prevent a distortion of power that occurs when there is asymmetric pairing between incumbent and novice
- Kill opportunity of solo leadership: For any leaders; otherwise co-operation turns into a contest and a political struggle
- Make co-leader jobs equal in value and status: Their tasks should have equal importance and equal opportunity for glory
- Give co-leaders power of veto: This will prevent unilateral, unsupported action
- Ensure that the symbols of leadership are shared: Heed the lesson from Republican Rome: there can be two leaders but only one office which means that means leaders share the sane support staff and physical space.
And as leaders:
- Agree decision-making norms: To guide how decisions will be made, how conflict will be resolved and how decisions will be presented to an outside audience
- Subdue egos: This is probably the biggest challenge. Can you resist the temptation to outshine your co-leader? Can you share your plaudits with others?
- Institute formal and informal communication channels: By working physically close to your partner and setting definite, unbreakable meeting times
- Take a fluid approach to task allocation: So you are more understanding of each other’s issues, more in tune with the bigger picture.
- Present a united front: Whether it is to more junior, senior staff, managers, customers or other departments. That unity gives both partners a strength to draw on.
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