Capacity building and leadership
The term “Capacity Building” has become a de rigueur term in . What does it actually mean? Does it mean to be able to grow? To be able to adapt? Or to be able to simply have extra capacity? From a managerial and efficiency perspective the final option, to have extra capacity, is simply a waste if the potential extra space built into the organization is not used. So we need to find out exactly what we mean by saying “Capacity building” as a leadership characteristic.
The “capacity” to grow is within each and every human. We actually seek growth and indeed cannot help growth in many areas. People grow older, wiser, and sometimes a bit more cynical thinking they’ve seen all the things they can in this world. We simply grow. Solid leaders who realize that organizations must also have the ability to grow, realize this and also realize that getting new ideas and fresh people is healthy for the organization. These solid leaders realize that people want to grow and that remaining stationary for long will result in a truncated future for the organization. Our world simply moves too fast to remain stagnant.
The role of leaders is to lead people while managers manage “things.” You can certainly have good leadership skills and be an excellent manager and be an excellent leader with a solid tool box of management skills. Its when these two functions of leaders become imbalanced that you’ll have problems. From a managerial perspective, stability is desirable so that we can predict future needs. When you have wildly fluctuating demand for a product its difficult to ascertain what the requirements for raw materials will be. If you “predict” wrong, you’ll either have too much money wrapped up in unused raw materials or not have enough raw materials and a competitor can step in and take over the gap. Conversely, leaders are mandated with change. We need change in order for the organization to move forward, explore new markets, experiment with new products and services, and provide higher quality performance for their customers. So if a manager is striving for stability and a leader strives for change, how do we reconcile this mismatch?
The answer is people. We must engage our people in the process. One of the key elements in Deming’s Fourteen points (2000) was “The Transformation is Everyone’s Job.” It’s not the responsibility of leadership to mandate change, it is the responsibility of leadership to LEAD change. This means empowerment and engagement of the mental, emotional, and committed resources that our people in our organizations have. They are the capacity builders. Give them the power to help you build the capacity and you’ll simply be amazed at the new capacity and fulfillment of the “capacity building” strategy.
Deming, W. (2000). Out of the Crisis. MIT Press, Cambridge, MA
I liked that this article was short and sweet; very to the point. When I was reading the first paragraph, I thought it was going to be an article about the definition of “capacity building”, but it offered more than that, it showed an insight into how companies should merge the differences between managers and leaders. A simple answer, but very insightful.
Also, I noticed a typo:
“When you have wildly fluctuating demand for a product its difficult to ascertain what the requirements for raw materials will be.”
I think you missed an apostrophe in “its”.
I agree with the statement that a leader needs to lead versus mandate it. Many of us heard the statement growing up that one needed to “lead by example,” which is valid in the work place. Once the leader begins the change, demonstrates it and encourages others to change as well, that momentum makes change difficult to stop. Once the changes are cemented, and become a part of the organization, the leader will be preparing to lead the group through the new changes which creates an ever improving organization. The improvement increases the capacity, and the organization grows, to the delight of most stakeholders.
This is a great article, it goes straight to the point. “It’s not the responsibility of leadership to mandate change, it is the responsibility of leadership to LEAD change.” I like this quote because it is true the leaders are not responsible to order change but to lead others to that change. Meaning that they will do anything to guide you and persuade you to build the “capacity building”.
As the article states, managers have to predict things. If they predict wrong, problems occur. Leaders lead through change.
So the best situation is when someone as a manager predicts that change is comming and then is able to lead the people through this change.
Unfortunately there are always managers who have “imbalanced” managerial and leadership skills. They are good in managing things that do not change but if there is a change they struggle.
In my opinion it is, to a certain point, possible to learn to be a leader but the best leader are born as leader.
I liked this article because I am a strong believer in change, not only in the work place to grow but in one’s daily life. I also feel that it should be up to the workforce to inspire the change, opposed to having management select changes that may not be positive for the organization as a whole.
In short, my beliefs support this article entirely.
The article states that “a manager is striving for stability and a leader strives for change”. It then asks how we reconcile this mismatch. I don’t believe that stability and change are a mismatch. People are fully capable of remaining stable through change. Stability means different things to different people. Isn’t it possible to physically be in a state of utter chaos and yet remain calm? That’s stability. On the other hand, isn’t it possible to physically be in a place of complete order and yet be confused? That’s stability as well. Quality manager leaders have the gift of guiding their followers to mental and emotional stability and their surroundings to physical stability. In saying that, I believe the responsibility of leadership is not to mandate or lead change, but to lead THROUGH change.
Capacity building within organizations is very important. I especially liked the idea that leaders should lead change rather than mandating change. It is much more appreciated and powerful when a leader takes the first step towards inspiring change within an organization rather than pressuring others first. The ability for an organization to change and adapt as it grows is most important. Bringing new people on board to facilitate that change inspires creative ideas and a productive environment. Overall, very well put!
Leaders are those who make changes in the world. Rather then just going with the flow and become part of the “stagnant” population, they strive past the doubt and are innovative and new. I could not agree more when you say that leadership should “lead change”. One great example of a leader who leaded change was the brilliant Steven Jobs. His creative mind and empowered attitude has made him one the most influential people of our time. He has demonstrated that leading “things” is not was is necessary in the business community, but inspire others and persist on change and innovation.
I think that we need to find a balance between leaders wanting change and managers wanting stability and not as much change. I definitely think that leaders should help build and create empowerment and engagement of the mental, emotional, and committed resources that our people in our organizations have. If they do this on the daily basis I support the capacity builders. We do not need leaders and managers that add new structures or process of a organization that are not used. This is bad management. Also I agree that organizations need to have new faces working for them. I think that new faces bring new ideas and help the organization grow.
Ursula,
I agree. There is a delicate balancing act between leading change, providing stability, and creating chaos. The function of stability is so that we can manage change. Stability and change are not dichotomous phenomenon in the work place. In fact, there are many organizations that are “built to change.” The stability that comes from successful leadership provides the confidence within the organization to be able to view the shared vision and move toward it.
Dr. G.