Whether it is the products we consume or the services we utilise, all of us interact or connect with organisations and brands on an everyday basis. What is it that dictates your opinion about these brands/companies? The quality of the goods or services is, of course, first on the list. The next, and perhaps as important, is the people who represent the company. They are the face of an organisation.
This could be the sales executive, the guy at the kiosk counter, call centre representative or store manager. A bad experience with any of them often leaves us with a sour opinion of the company and, similarly, a wonderful interaction gives us a good feeling about the brand they represent. That’s the power of people. Especially for a sales-driven organisation, these front line soldiers are its more crucial asset.
These are the people who can make or break your business. And I bet that they know the ground realities and market conditions much better than many sitting in C-suites. But how often do we pay heed to their opinions or listen to them before creating strategies and taking business decisions? And that’s the inherent problem with most organisations – we get stuck with our hierarchical systems and often ignore those lower in the pyramid. It is not that I have a problem with hierarchy itself. In fact, I think it is a must as a hierarchical structure explains accountability and responsibilities of various stakeholders.
The issue is with the rigidity of this hierarchy. A rigid, inflexible structure breeds arrogance, indifference and complacency. It encourages people to work in silos by creating boundaries where they ought to be none. It is often the reason why an employee thinks twice before sharing an idea at a team meeting just because he is junior in rank, or why managers prefer to take their business decisions behind closed doors than through an open door discussion.
We forget that the hierarchy was created to make administration easy and not with the intention to block passage of communication. Instead, people use it to create different centres of power. Nature too manifests this mindset, which is why you will never see small foliages growing under a huge tree. When the huge tree absorbs all resources from the earth, there is little or nothing left for the smaller ones to grow. This is exactly what organisations should be wary of – creating those big trees.
A good hierarchical should be reflective of current situations, business intricacies and should empower a person to act and react proactively in any given situation. It must give people a chance to express themselves and engage with colleagues. Remember, creativity and hierarchy doesn’t go hand in hand. If an organisation truly wants to benefit from collaborative thinking then the first thing to do is break the walls down. And it is only possible when you are willing to break the barriers and let communication flow, irrespective of the ranks.
As I said earlier, people are the biggest differentiator for any business today. Hence, it is imperative that organisations structure themselves in a way that they are able to retain the key talent and give them a platform to be heard. Multinational giants like Google, Microsoft and Apple are strong examples of how it is possible to have a structure in place that is open, flexible and communicative, while maintaining accountability.