Everything EOS /Rant, 26 Feb 2022

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From YouTube: Top Down Pyramid - #EndRant

Description

Yves La Rose rants on what hierarchy & leadership look like in a top down pyramid, or what is sometimes referred to as the servant leader model, while expressing his personal philosophy of learning from, working through, and supporting the empowerment of both individual and community.

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What I want to talk about today is a hierarchy, and it's this idea.

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That, typically, an organization that is centralized such as the enf, has a hierarchy, and I want to talk.

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About the way that I uh lead the enf, for example, the way that I typically lead organizations.

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uh In terms of what you would envision or what you can imagine or how you could you.

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Could illustrate a hierarchy? Think of a pyramid, people typically, you know, look at hierarchy in.

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Terms of a pyramid, there's somebody on top and there's a bunch of people under what I want you to.

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To envision, though, is take that pyramid and flip it on its head.

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It still is a hierarchy, there's still a, I guess, the tip of the pyramid, but the tip of the pyramid.

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Is at the bottom, and that is very much how I try to lead and how I try to operate and or.

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Essentially manage an organization and and guide an organization. It's very much. This idea that.

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We are, you know, a whole ecosystem that, at this point right now the enf, let's say, might be the.

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The tip to a certain extent, but that the way that I want you to view it and the way.

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That I want people to, and it's not just want you to view it. This is how I try to operate.

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Is that I'm at the bottom of that pyramid, the pyramid is flipped over its head and what I try to.

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Do is surround myself with people that can provide particular functions, but I try and empower them so.

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Yes, I might be the one making the decisions, but those decisions are based on the advice that I.

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Get from people all around me from the different stakeholders from the people that report to me.

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But very much I try to take the approach of what can I do to empower those people so that they can.

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Do their jobs better? So what I really try to do is surround myself with people that have particular.

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Expertise that I don't have that can provide advice in a particular realm and I can empower.

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Them with the resources and the support and the space that they need in order to be more effective.

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In their roles, take that from the start and keep amplifying it further, that's also what I'm trying.

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To do with the community, and so the community fits in that picture in let's say that top-down pyramid.

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At a much broader, much wider range- and we see that through the blue papers, we see that through.

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The different working groups, or with different stakeholders within the enf core, for example, my.

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My role and I and I really try to live this, because this is the this- is the the way that I.

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Learned, let's say how to lead an organization I I grew up. um I guess from a business side of things.

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Or for from a leadership side of things, I grew up in japan in that sense, and so it's this idea.

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That everybody sure might report to me to a certain sense inside the organization.

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There's a functional authority, but when you flip it around, my role is to empower people.

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My role is to support people. My role is to make space and this kind of sounds cheesy, but.

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It comes from uh you know when I was when I was in university. There's a professor.

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That in a way, guided his classes or taught in this particular fashion, it was this idea that.

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He tried to be just the resistance similar to let's say wind, beneath a bird's wings, so I know it.

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Sounds super cheesy, but I really believe that and that's really what I try to to do on a daily basis.

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Is to provide the right amount of resistance so that you can fly, and you in this case, being.

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You know somebody that's in the enf core and or being the community, but it's going back to this.

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Idea that I'm not trying to slow the person down, I'm trying to create the right amount.

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Of resistance so that you can fly so that you can be empowered. I need to give you the space.

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So that you can grow so that you can do what you do best that I can do better, because I amplify.

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Your skill set because I give you the space and I give you the resources, and I give you the support.

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So that you can go and do what you only you can do better than anybody else and that's.

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What we try to do with enf right so when you think about it at the core, what we've been.

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Deploying resources on in the the various projects, initiatives that we've been trying to lift off and.

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Or that I've already lifted off and now that we're supporting it's, not this idea of controlling those.

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Organizations completely differently is this idea of creating the space so that those organizations.

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Can take ownership of whatever it is they're doing and we can support them. We can empower them. We can.

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Amplify what they're doing much better than what they could do on their own, because we can provide.

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That space we can provide that support. So again, it's going back to this idea that the pyramid.

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In a way, there is a pyramid, there is a hierarchy, but it's flipped on its head. What do you think.

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