Dear MOT leaders and employees in all MOT countries, We empathize with those who are suffering in the world. In all continents, no matter whether it is hunger, cold, illness, grief, painful experiences, personal problems, terror, or war. There is a lot of suffering in the world, but luckily our world is also filled with […]
How to build a clear identity
Why are “fallen stars” dangerous for organisations?
Ole Gunnar Solskjær is the biggest MOT ambassador that has ever been. He makes the world a better place through his personality.
Thanks to Ole Gunnar Solskjær for the role model he is concerning building clear identities and integrity.
“Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence and energy. And if you don’t have the first, the other two will kill you.»
– Warren Buffet
I have had the honour to learn from many great national and international leaders in both business and sports for over 30 years. One of the most recognised CEOs throughout the times is Jack Welch. Some years ago I read about his take on how risky it can be for an organisation to have “fallen stars” in them.
Fallen stars can easily misuse their power position, coup the leadership and challenge the current success recipe. Often, they can have ideas that do not match the organisation’s existing system. They can easily create unnecessary conflicts and be hard to cooperate with. They may be geniuses in many areas, but they can kill the identity.
Even through leaders, employees and athletes are resourceful, it is not a given that they fit in the organisation. Some grow too large for their team and perceive themselves as more important than the organisation. When they become more concerned with their own position than the position of the organisation, this can threaten the comprehensiveness and long-term goals.
If new employees or fallen stars don’t respect the existing system, they will also reduce the respect of the leader. This can result in that the leader’s influence decreases, which can lead to a divided focus, disloyalty to decisions and a negative view of the leader’s opinions. Long term, this will weaken both a strong organisational culture and hinder good results.
It is an art for a leader to recruit and foster diversity and differences. There has to be enough similarity to carry the differences. There cannot be so many differences that it will ruin the identity and interactions in the organisation.
The best organisations are those that have cultivated a clear identity, a strong culture and a set system. These teams have employees and athletes that strengthen the organisations existing recipe of success and that lift identity building, integrity strong and kind managers to new hights.
Merry Christmas and happy new year!
– Atle –