Source | TalentCulture : By Meghan M. Biro
We call it vision when it works. But what possessed the leadership of Volkswagen to systematically falsify emissions reports? What drives a magnate with unruly hair (so much so that it has its own meme) to toss his pompadour in the ring and make a loud bid for the presidency? Why would the CEO of a BigPharma company think a five thousand percent price hike on a medication was justifiable? Is it really the same impulse that prompts a smiling, trailer-dwelling CEO to transform his online retail site into a model of the workplace 3.0? I’m of course referring to Tony Hsieh’s holacracy in the place of hierarchystrategem: Think Different circa pretty much now.
What drove Hsieh, as the press gushed (drinking the punch), was a fear of being bored. To me his biggest legacy is not everyone getting to feel the veneer of equal, but that a mindset does indeed drive leadership. But also: the perception of what is good leadership and bad leadership is inevitably measured by results. If the results are devastating, that same sense of derring-do becomes a characteristic of the damned. Volkswagen’s CEO is out and there are more than600,000 employees whose level of engagement has just plunged to zero.