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The Art of Leadership
“Efficiency is doing the thing right; effectiveness is doing the right thing.” Peter Drucker
“We cannot become what we want to be by remaining what we are.” Max De Pree
I recently read a book called Leadership is an Art, by Max De Pree. In it he explains participatory management in clear
and compelling language. This book is essential to anyone who believes that people are the soul of an organization: individuals,
with all their diverse needs, their gifts, their quirks, their genius and their creativity.
What is leadership?
True leadership begins with an appreciation for the diversity of talents that people bring to their work, and with the admission
that not one of us can do and know everything. Our recognition of others’ gifts, and the trust we place in them, connects
us, and makes us part of not just a team, but a community.
Just as business management techniques have changed with the times, so too have library management styles. There are scores
of books on management and leadership, with rather an overabundance of advice – and believe me, that advice is not cheap.
Yet as I read De Pree’s book, I thought “Aha! Here is a philosophy that is appropriate for our times, and our
needs.”
What is participatory management?
Participatory management begins with a belief in the potential of people. Lip service will not cut it – this belief
must come from the heart, and must be strong enough to tackle challenges. It is not democratic: having a say is different
from having a vote.
Think about what you want from work. What do most people really want from work? At one time the prevailing opinion was that
people only wanted money: the more money, the better work. But this basic assumption has been proven again and again to be
untrue. Yes, people do need to make a living wage, but they also want respect, and a feeling that what they do is important.
Employees have a right – even a duty – to influence and to understand the decisions that affect them. They have
the right to be needed, involved, and accountable. They have the right to contribute to the success of the whole, and to be
thanked for that contribution.
I have seen many well-paid employees who were miserable in their jobs, and who ultimately left. I have been one of those people;
I was well-paid, so why did I leave? What was I not getting from my work? The work atmosphere in this particular situation
was beyond stressful; it was downright cutthroat. There was no cooperation, no sense of teamwork or purpose. There were people
looking over others’ shoulders hoping to catch mistakes so they could report it to supervisors. One day I happened to
witness the owner of the company literally screaming at an employee in a public area. I realized then that the attitude and
priorities of those at the top had simply filtered down, permeating the entire organization. Their corporate culture was so
contradictory to my own values and beliefs that I chose not to be a part of it.
How can participatory management work for us?
The success of an organization begins with leaders who understand the importance of relationships, and – beyond
the basic needs for food and shelter - the human need for purpose, dignity, and creative expression. Next, leaders must have
and communicate a clear vision of their ideals and goals. To encourage participation, leaders must be willing to tolerate
risk, to forgive errors, to deal with change and conflict, to ask questions. Ask questions in planning sessions and in performance
reviews. What are the employees’ personal goals, for and within the organization? What is their vision of the future;
what do they want to become?
This approach to management is not easy. If we believe that everyone has a gift, then we must include as many individuals
as possible – and this means including human problems as well as gifts. To truly involve people, to give everyone a
chance to do their best, requires a commitment to relationships, to building appreciation for and trust in each other’s
abilities. We must all be willing to abandon ourselves to the strength of others. We must understand that not everyone will
be the best of friends, but we all owe each other truth and courtesy. Not everyone will be able to tolerate the degree of
freedom and responsibility that real participation demands. Some people will likely move on. Those that remain will be committed
to each other and to the organization. They will be secure enough to take risks, face challenges, find creative solutions
and generate new ideas. They will participate in success.
Reference:
De Pree, M. (1989). Leadership is an art. New York : Dell Publishing.
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