THE LEADER AS AN ACHITECT

SHERAND GHEY AMMIEL JAY EVELYN

MONDIDO PAIRAT PANGANIBAN
 LEADER AS AN ARCHITECT

The most talented architects have a unique perspective on human

behavior. They recognize the importance of physical and spatial design,
and how the spaces in which we live and work impact us in subtle but
inescapable ways.
Our physical environment does, in fact, have a considerable impact
on the quality of our lives.In some circumstances, architecture will
confine us discreetly, creating uneasy boundaries and edges around our
actions.
It will stimulate and uplift, energize and even inspire in the finest
circumstances. The great leader also has this inside track. They
understand that human beings are significantly shaped by social
environments as much as physical spaces.
 LEADER ARCHITECT
Who Who designs
facilitates and advises in
the construction.
the process.
LEADER AS AN
ARCHITECT
nurture leadership at all
organizational levels,
encourage initiatives and
harness all employees, not just
the executive team, to fulfill
the organization's goals.
 Organizationa
l Structure
ESSENTIAL
A R E A S T H AT T H E
LEADERS NEED Job design
ACCORDING TO
THE
ACRHITECTURAL
TYPE OF
LEADERSHIP: Customer
Experience

Culture
1. ORGANIZATIONAL STRUCTURE:
This classic leadership phrase reflects a crucial truth: even if we
don't know exactly where we're aiming, we tend to hit what we aim
at! And this is the fatal error in many organizational structures: they
aren't created at all, at least not in the creative, conscious sense.
However, there are a variety of approaches to creating a dynamic,
effective structure. There isn't a single solution that works for
everyone. Let me pose four questions for you to consider when you
explore your own organization's design.
Does every person have a clear line-of-sight to his or her
customer?
• Everyone has a customer, whether inside or outside the organization. People
work best, in many cases by an order of magnitude, when they can see exactly
how the product or service they provide serves their customer.

Does your organizational structure reward initiative?

• Be aware how you reprimand failure and reward initiative. People are smart.
They learn quickly how an organization structure actually behaves. Make sure
you explicitly reward the behavior you are trying to encourage.

Is the organization designed on the notion of “premeditated

agility”?
• Senior leaders need to recognize that all of their strategies and decisions are
imperfect, to some degree, and explicitly empower people throughout the
organization to use their good judgment to implement better decisions and
strategies to create more value or better serve the customer.
 2. Job Design: There are the three critical principles that need to guide
all job design when it comes to the social architecture of an organization.
1. Create clear accountability - Forget about the old concept of a job descriptions. Individuals should be held
accountable for specific consequences. People are held accountable for processes in many organizations. Customer
service is really important. Reporting on finances. Management of a project. These are steps in the procedure. They have
a lot of overlapping responsibilities and porous boundaries, which makes it easier to obscure responsibility, manufacture
excuses, and avoid accountability. They also promote territorial behavior and a "rule-following" mentality.

2. Maximize Freedom-Provide people with a scary amount of

freedom to create their own priorities, make their own decisions,
and do the work they love.
3. Craft Big Jobs- Abandon the outdated idea of delegation. No one wants to do your work
No one wants to do your work; people want to do their own work. Design the absolute
biggest jobs possible—just a little too big for the incumbent—and then you take on
whatever bits and pieces are left over. A little spillover drudgery will be worth it if it means
your team members aim high and push their limits.
3. CUSTOMER EXPERIENCE:
We must put ourselves in the shoes of the customer in order to build an outstanding
customer experience. This isn't just good customer service; it's a full paradigm
shift perspective.
We need to look at the product or service and the organization from the outside in, as it
were—from the standpoint of a customer or client—and then create the customer experience
from that perspective.
Genuine empathy in this perspective necessitates significant development and leadership.
One must put one's own values, beliefs, and fears aside and assume the perspective of another
—value what they value, believe what they believe, and dread what they fear what they're
afraid of, and see what they're seeing. Few businesses succeed at this, but those that do thrive.
4. CULTURE:
Just as every human being has a personality, every organization has a culture. The
moment there are two or more people, collective cultural values begin to emerge. And
as any organization grows, that culture, with its own unique personality, will develop.
Can leaders design organizational culture? I don’t think so.
But they can have an impact on it—give it direction and infuse it with aspirational
values. And they can build pathways towards that ideal culture. Will they ever arrive at
that destination? Probably not, but it doesn’t matter. An effective culture is born in the
authentic aspiration. And a leader’s actions and interactions make the difference
between a pretense on a piece of paper, and a living, breathing culture where people
care about embodying the better values of an organization.