Recently, I spoke with someone who had been promoted at their company. They told me that in order to succeed, they needed to be more political. They also said that to benefit the organization, they needed to be better able to navigate complex organizational dynamics and make strategic decisions.
This made me think of Lee Bolman and Terrence Deal's four frames of leadership: structural, political, symbolic, and human relations. These frames invite us to learn which frame(s) we are more oriented to and how we might find a greater balance to better show up as leaders in our organizations.
Being able to understand complexity is crucial for the success of a leader.
We need to be able to frame hard concepts quickly, synthesize data, and build teams that can imagine a different future.
With that in mind, let's take a closer look at what each of these frames entails.
Leaders who use this approach to make change focus on the structures set, the plan, execution and adjustments. Changing organizational structures requires that goals are clearly defined, there’s little conflict and confusion, and there’s an understanding of the connections between actions and outcomes.
This frame views businesses as well-structured machines where everything has a specific place and function. Leaders using this lens focus on clear roles, rules, and goals, emphasizing efficiency, organizational charts, and defined processes.
In a large organization like Mastercard or Procter & Gamble (P&G), leaders who exemplify the structural frame focus on meticulous organizational planning and execution. Clear roles, rules, and goals make these organizations function as well-structured machines. To optimize organizational efficiency, these leaders excel at thorough preparation, implementation focus, and strategic experimentation.
Do their homework: Aim to gain insights into the reasons behind the current organizational structure.
Focus on implementation: Pay attention to the practical aspects of integrating new systems into daily operations.
Be great at experimentation: There’s no one-size-fits-all solution. It's about being willing to try different approaches, learning from the outcomes and adapting strategies based on what works best for the specific organizational context.
I prefer the term human relations rather than resources. This frame sees businesses as communities where people's needs, relationships, and personal growth are essential.
Leaders using this lens focus on people, with an emphasis on teamwork, collaboration, employee development, empowerment, support, and responsiveness to employee needs. They focus on building a positive and supportive workplace culture.
Putting this into perspective, Patagonia is an example of an organization that embraces this framework. The company values a culture of freedom and responsibility, with a deep focus on empowering its employees to make decisions while trusting them to prioritize their work effectively.
Show a strong belief in people: This means having deep confidence in the abilities and potential of your team. For example, recognizing their achievements and encouraging them to take on challenges.
Be visible and accountable: It's about taking responsibility for your actions and decisions, which helps to create a sense of transparency and trust within your team. Additionally, your team knows that you’re in it with them, and they can easily approach you for guidance.
Empower people: You win when your team wins. The point is to foster a culture of creativity and autonomy and create opportunities for growth. Support your team when necessary, but give them the freedom to make decisions and contribute their skills.
Power and competition are at the center of this frame.
Leaders use this lens to consider the business's political dynamics, conflicts, and power struggles. They focus on navigating political landscapes and making strategic decisions that consider the interests and influences of different stakeholders.
For instance, pharmaceutical companies like Pfizer fit this context. Leading change in this organization means understanding the various factors that affect the company’s operation. From stringent regulations surrounding drug development to pricing policies, lobbying efforts, and negotiating with government agencies to influence healthcare policies and regulations.
Bolman & Deal (2013) emphasize dealing with "interest groups (and their varying agendas), building power bases, building coalitions, and negotiating conflicts over limited resources and creating compromises.
The frame is ideal for when resources are scarce or diminishing and when goals or values are in conflict.
Clarify what they want and what they can get - Get good at clearly defining your objectives and understanding the realistic outcomes that can be achieved in a political context.
Map the terrain and assess the distribution of power and interests - Take your time to identify key players, power dynamics and conflicting interests. This is essential when navigating complex situations and making strategic decisions.
Are skilled at building linkages to key stakeholders—Once you’ve identified the key players, the goal is to build and maintain relationships. These connections enhance your ability to influence decisions and navigate the complexities of the challenges at hand.
Persuade first, negotiate second, and coerce only if necessary - Sharpen your persuasive skills as they are essential for garnering support for your initiatives. The objective is to recognize the importance of maintaining positive relationships that aid in achieving long-term goals.
Think of an organization as a theatre.
This frame sees businesses as places where rituals, symbols, and culture play a crucial role. Leaders using this lens focus on storytelling, symbols, and the emotional aspects of work. They aim to create a sense of purpose and meaning within the company.
Companies like Nike and Disney are great examples of symbolic frames. Nike is known for its iconic “Just Do It,” which aligns with its brand of being empowering, inspirational, and surpassing expectations. Everything they do ties back to their core mission of instilling these values.
There's a strong focus on vision, inspiration, traditions, ceremonies, and rituals. These leaders believe that people should invest in their personal work and that of the organization.
Problems arise when symbols lose meaning or ceremonies, and rituals lose effectiveness.
Lead by example: Don’t just talk the talk; walk it. Aim to embody and demonstrate the values and behaviours you want to instill.
Use symbols to capture people's attention: For instance, “Think Different” by Apple could mean various things, but the core inspiration is to be curious and zag when everyone else zigs. Whether it's a logo (like Nike’s Just Do It) or a slogan, the aim is to find something that can unify everyone white, conveying your message.
Shape experiences for themselves and others: This reminds me of a conversation I had with someone. They recounted their experience of a talk they had attended at an advertising agency. The creative director mentioned that one way they keep their team inspired is by having them share something interesting or inspiring they’d seen during their meetings. He went on to explain that this helps keep their creative wheels spinning.
Be skilled at communicating a vision: Take your time to really understand the “Why” behind what you do. Once you do, it becomes easier to communicate. This, in turn, inspires people to get on board. Nothing is as enticing as enthusiasm.
Symbolic leaders use symbols to convey messages and embody the values they promote, capture attention through meaningful symbols, actively shape organizational experiences, and skillfully communicate a vision that resonates with their teams and stakeholders.
Ultimately, there's no one approach to effective leadership. In fact, effective leadership requires multi-frame thinking. This means understanding your dominant frame and leveraging the rest to achieve the best results. Building this skill set helps liberate you from thinking there's only one way to solve a problem. Additionally, each frame serves as a source of new questions while providing more tools for solving problems and getting things done.
Basically, the four frames encourage leaders to understand that businesses are complex. The more you understand and integrate these different perspectives, the more well-rounded you will be as a leader.
References:
Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations: Artistry, Choice, and Leadership. San Francisco, CA: Jossey-Bass.
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