Autocratic change agents

Sometimes outside appointments are made at a senior level to fix troubled, or underperforming, organisations. In some cases, these people are appointed for their autocratic style of leadership, ie command and control, types who make tough decisions and 'gets things done'. However, there can be another side to this, ie how they do this. They can create cultural problems around behaviour that can result in staff not supporting the change. They can become control freaks, who will not collaborate and consult with staff, etc. There is a significant cost associated with brutally shaking up an organisation. It is better to use an inclusive and consultative approach.

Some ways to check this out with any potential senior manager:

- ask them how they plan to gain the trust of staff while implementing change

- check with people (both formally and informally, eg unstructured conversations, visit to worksites/offices) who have worked with and/or for them about their approach to people

- don't just focus on financial performance, like facts and figures

- broaden contact with managers at all levels as some CEOs determine what information the board receives and who they talk to, ie CEO can control the flow of information upwards and downwards

- conduct regular engagement surveys (best done by independent bodies and best kept short)

- conduct exit interviews when staff are leaving the organisation (best done by independent bodies)

- check staff turnover trends, especially in the HR area

- check with 'outsiders' about the organisation's reputation

NB a good question to ask
"...Does your boss conform to what you believe are the values of this organisation?..."
Colin Carter as quoted by Sally Patten et al, 2022