They are easy to conjure-up and often times ignore realities and elements that affect the implementation of the idea. It’s easy to sit around and high-five your friends when a great idea crosses your mind, but how do you execute it. It’s no good to merely take credit for an idea and then do nothing to make it a reality.
I believe in execution. The execution of an idea – the culmination of details, project management and logistics – should be rewarded and recognized.
However, a paradox exists between ideas and leadership.
Oftentimes, great leaders are characterized as being “visionary.” I don’t necessarily agree. They aren’t a good leader because they sit in the shower all day and come up with brilliant ideas, they are a good leader because they take charge and make things happen.
This paradox also exists in the way most businesses function. As a young professional, this is a contradiction that can be all too real.
The leadership of an organization enacts a strategy, but relies on other people to execute. These rank-and-file employees are tasked with executing an idea that they didn’t come up with. However, it is generally recognized that a crucial step to advancing up the corporate ladder requires being an idea person. How can employees be an “idea person” when all of their time is spent executing someone else’s idea?
How can we bridge this gap to give employees the opportunity to grow?
I think the answer starts with empowering people to make their own decisions. They should be allowed to implement new ideas with resources and the support of a team.
I recently heard General Stan McChrystal speak. One of his most resounding comments was on the need for Team-based leadership. McChrystal was the commander for the Joint Special Operations Command (JSOC) during the Iraq and Afghanistan wars. Early in the war, McChrystal had to approve every bombing raid that JSOC undertook. Realizing the inefficient nature of this process, he changed protocol to allow his commanders to make that decision on their own. He trusted the people he put in places of leadership and empowered them to make decisions. As a result, bombing raids became much more efficient and successful.
I think this is how businesses can successfully leverage the strengths of young people in their organizations. They need to be empowered to execute their ideas and make decisions. Similarly, we need to be challenged to gauge the impact of our decisions, so we can quantify the value of our efforts and learn from our mistakes.
Empowering young professionals and giving them the opportunity to act on their ideas is the best way to erase the current paradox that exists between ideas and leadership.
