September 16, 2006: Leadership Without Easy Answers

One of the most interesting and thought-provoking books I read in business school a few years back was Leadership Without Easy Answers, by Ronald Heifetz at the Kennedy School. A key point is that for many complex problems, the most effective leaders aren't those who step in with an ego-gratifying Big Answer, but rather those who succeed in bringing together key stakeholders and motivating them to work out a solution for themselves. I've been thinking about this concept as we evolve our community strategy.
I believe one reason community is such a key element of 21st century media businesses is that it embraces this alternative model of leadership. If you build a community correctly it will attract key stakeholders and they will surface and begin discussing the issues that are most important to them. Ideally, they will also recognize and value the community's role in improving their situation, building your brand equity.

We're already seeing this behavior in our fledgling community. In just a few months members have created 60 discussion groups. Instead of the old media model where we try to tell our audience what's important (via cover stories, special reports, and the like), now they're telling us.

Some media traditionalists are uncomfortable with community because it doesn't necessarily converge on one or a few "best" answers, leaders, or even decision-making processes. The spotlight is on the members of the orchestra, not the conductor. Those who are accustomed to tightly controlled environments may feel a more collaborative, less directive approach to content is "unled," and therefore less satisfying or successful than the 20th century model where a few anointed (or self-appointed) experts set the agenda for everyone else. That's where I think Leadership Without Easy Answers is a valuable antidote to conventional wisdom. Ronald Heifetz's book provides a framework for understanding community not as a lack of leadership, but as a different vision for leading in ways can be more powerful than the old paradigms that they replace.