BOTTOMS UP
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THE NEW LEADER<br />
• Reminded people of deadlines, budgets, and other overall constraints. They made<br />
sure people had the information and other resources they needed. They kept the<br />
group focused on its fundamental purpose and the organization's overall needs<br />
• When conflict was becoming personal rather than focused on ideas, they<br />
provided valuable new data or insights. They created bridges with outside sources<br />
of support or important information. They constantly asked leading, probing<br />
questions—What about … ?, What if … ?, When … ?, Why … ?—that encouraged<br />
the group to test its ideas, reflect on what it was learning<br />
• Natural hierarchies often replace more formal ones.<br />
• Influence and status are determined more by contribution than by title.<br />
• Managing tensions in the organization is an ongoing issue … you don't want an<br />
organization that just salutes and does what you say. You want an organization<br />
that argues with you. And so you want to nurture the bottoms up, but you've got<br />
to be careful you don't just degenerate into chaos
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