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Dynamic Indifference

Written by: Allen Hatton

Article Overview: There’s a funny leadership story in a book by Eric Yaverbaum titled “Leadership Secrets of The World’s Most Successful CEO’s. From the book – When asked to share his most powerful leadership technique, Bill Bonner founder and president of Agora, a large international publisher, replied “I practice a technique that might be called DYNAMIC INDIFFERENCE. I do not try to lead, probably because I am no good at it. Instead, I merely focus on the work itself. What needs to be done? Who’s got a better idea? Who’s going to do it? No attempt is made to lead. Just the contrary, people are ignored. Finally, they get tired of being ignored and turn to me for leadership. Then I tell them I can’t help them. This forces them to figure out the problem for themselves and resolve it.

Dynamic Indifference

There’s a funny leadership story in a book by Eric Yaverbaum titled “Leadership Secrets of The World’s Most Successful CEO’s. From the book – When asked to share his most powerful leadership technique, Bill Bonner founder and president of Agora, a large international publisher, replied “I practice a technique that might be called DYNAMIC INDIFFERENCE. I do not try to lead, probably because I am no good at it. Instead, I merely focus on the work itself. What needs to be done? Who’s got a better idea? Who’s going to do it? No attempt is made to lead. Just the contrary, people are ignored. Finally, they get tired of being ignored and turn to me for leadership. Then I tell them I can’t help them. This forces them to figure out the problem for themselves and resolve it.

Bonner goes on to site that his flagship product was losing money. No one knew quite what to do about it. He states “Part of the problem, I realized, was that I was being too much of a leader. People waited for me to lead, to come up with a solution, to tell them what to do. So I cleverly abdicated. I said to the team, if you want this product to survive, you’d better figure something out yourself. I’m taking myself out of this project. Within six months the product was profitable again”. He gives another example- “In France we tried telling people what to do – from London no less. It was a disaster. Then at the end of our ropes, we told the remaining French employees that they would have to figure it out for themselves. Who will be in charge?’ they wanted to know. Whoever takes charge, we replied.” It wasn’t the smoothest turnaround ever, but they did in fact stage a comeback

Bonner says “Our business practices are a result of our own inadequacies. We could not run a business, so the business had to run itself. Bonners parting advice on leadership for CEO’s is to “forget about leadership. Focus on the work.”

At the end of the day, I imagine if the work isn’t getting out the people responsible for it are not going to be there. While this style of leadership leaves a little to be desired it is far more effective than what I see day in and day out of controlling management styles.
How many of you are getting in your own way by solving all the problems? Are you making statements such as “my people are too stupid to make these critical decisions” or I’d lose my business if I let these knuckle-heads run the show.” If so, then I suggest you turn the lights inward and take a look at the real knucklehead.

My clients hear me say ad nauseam “ manage to the outcome, and hold people accountable by meeting with them on a regular basis”. When you do this, the folks that don’t want to work or are in the wrong job for themselves usually quit.

If you need help in turning the lights inward, give me a call or e mail me for a free one hour consultation.

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