Succession,
ideally should be one of the key issues a CEO must deliberate on, if he is an
organisation’s man. Each
‘growth-thirsty’ organisation in its life-cycle will have to grapple with the question
of succession many times over.
After me, who?
Options
Succession dilemma may not bother
governmental organisations since someone would invariably move up on
seniority or be picked up on considerations that might have nothing to do with
organisational health and growth. Business entities that crave longevity and
profitability can ill afford such complacence. Growth oriented organisations often
have well charted systems and practices for succession. Deciding who in the
hierarchy moves forward to critical positions is not limited to the CEO’s chair
alone. It applies to every key organisational position. In all these
conditions, choice between ‘Tailgating’ and ‘Trailblazing’
assume importance.
Tailgating
Tailgating is a practice where
an individual high in the hierarchy consciously or otherwise allows creation or
creates a chain that owes allegiance to him or her. Members of this informal, extra
constitutional entity are conspicuous by the official and personal freedom they
enjoy with each other. Cared for by those ahead and supported by those below, members
in the chain rise in ranks and often succeed the one ahead in chain. These
individuals normally wag and tag along with the boss in their journey up the
hierarchy besides being insulators. These closed-circuit, symbiotic
interpersonal and group relationships are demi-professional arrangements built
up over a period of time. Convenience and not competence is the bond keeping
them together. Being part of the clique, growth of individuals within the
organisation is catalysed and assured. While bonhomie and convergence in
opinion characterise such arrangements, considerations other than
organisational interest take precedence, eventually turning detrimental to
organisational interests
Breeding Grounds
Fortunately, such chains
mostly breed and thrive in bureaucratic organisations where numbers don't necessarily
have to speak. These extra constitutional entities overwhelm formal channels
and effectively snuff out meritocracy. Incompetence and inefficiency can be
compensated with subservience, performance and accountability overlooked by favouritism.
Many proprietary entities tend to nurture this culture eventually paying the
price. Corporate houses that accept and
promote tailgating also end up being penalised by the market. When crisis hits such organisations, the chain
with the tail intact, aware of the fact well in advance, manages to jump the
ship lock, stock and barrel, only to infect another organisation.
Trailblazers
There are always a few in
every organisation who stand out with their individuality and
performance. These people are characterised by originality of thoughts and sincerity
of purpose. Innovative, firm and
fearless, they are generally outspoken and are mistakenly considered, rash and difficult.
The ideology driving them is openly known and they rarely deviate from what
is professed. Characterised by their skills and expertise they become backbones
of their organisations. Though they may
not be quick to accept failures and mistakes, they are usually open to reason
and ready to mend ways. They can effectively spearhead change, explore new
avenues and venture into the unknown with equal zeal. They blaze the trail as
they move and in whatever they do, leave their characteristic stamp of quality.
Difficult Choice?
On the
face of it, the choice between the two is not difficult to make. But in practice it is not so. Many placed
high in the hierarchy normally tend to pack their work space with people who
conform to their thought process. This helps them enlarge their comfort zone and provide a false sense of
security. They do not realise that they by encouraging a coterie are effectively insulating themselves from environmental dynamics.
Trailblazers
normally do not belong there. It takes a high degree of organisational
tolerance and belief in oneself to accept trailblazers in one’s company.
Outcome
Fortunately,
there are many bold organisations and individuals who take that risk. The
result? Products and services galore that one never ever imagined.
The choice is not difficult.
But questions remain !
Are you willing to groom a trailblazer to hold the reins?
Is your organisation trailblazer compliant?
The Article very well explains the clash between Tailgating and Trailblazers. While most organisations fall prey to Tailgating, it takes immense faith, trust, risk and belief to go with Trailblazers in the succession choice. However for all obvious reasons for the real growth and upliftment of any organisation the Right Choice has to be made.
ReplyDeleteThis article I'm sure will open up many such doubts and give clarity of thoughts. Awsome write up on a very relevant matter of organisational growth or for that matter even life itself.
Trail blazing is a very difficult choice for the individual. Trust me one comes across many walls. Thank you . You are always egging me on
DeleteIs your organisation trailblazer compliant?
ReplyDeleteIn a Govt setup... chances are rare and poor...
Thank you for this article !
You are right.
DeleteTailgating does a lot to the ego
Beautifully explained sir....unfortunately tailgating is the prevailing practice in most of the organizations of utmost importance....hope they read this.
ReplyDeleteEven the most ardent tail gator would claim to be the most scorching trail blazer
DeleteThe two Ts are very well differentiated. It is unfortunate that the skills, expertise or integrity of an individual, who can really be the backbone of the organization is hardly appreciated in the higher echelons in many organizations.
ReplyDeleteWonderful analysis. I have a question. How would you chacterize what happened with Sikka in Infosys and Cyrus Mistru at Tata? Were they not Trailblazers who were setting up new paths while kerping the organization's interests on their minds? But the old guard was reluctant to let them chart their own paths. But now with their own chosen people at the helm the organizations are still doing well.
ReplyDeleteA very pertinent question.
DeleteJust because somebody differs with the boss does not make himna trail blazer. My knowledge about the truth is peripheral and would not risk Judging or commenting on individuals
Excellent write up. Beautiful explanation of Trailblazers and Tailgating. I think I'm a trailblazer. The characteristics you mentioned mathches mine.
ReplyDeleteThis comment has been removed by the author.
ReplyDeleteMNCs have a underlying philosophy to promote individuals who are Trailblazers and not Tailgaters. Job Rotation, Succession Planning and Incentivising Performance are the hallmarks of a well designed PDR ( Performance Development Review ) Plan to ensure that Individulas who contribute to the Bottomline are rewarded and motivated to remain with the orgn. Tailgaters are also part of the same system but in this era of the Knowledge Economy where nothing is hidden, they are soon found out. Tailgating gets by albeit unobtrusively in dynastic businesses .However, Trailblazers will always Win at the end of the day.
ReplyDeleteAn interesting article, Sir written in your inimitable style ! Many thanks for sharing.
Thank you sir.Yes truth will and must triumph
DeleteGood article..the success and any organizations sustainable success depends on sound HR policy that can filter the trailblazers and carve a path for them
ReplyDeletePolicies exist everywhere.
ReplyDeleteWhat vanishes is the spirit as it gets implemented.
As usual ,very well written in your trade mark style. .One does not require the mind of a Genius to understand what you have written. The government department and to a certain extent the sevices too has a lot of tailgaters and those on top of these establishment enjoy having tailgaters in their brood. The YES SIR, YES SIR three bags full types to be more specific.
ReplyDeleteMany of them make it to the top of the ladder and the tradition of tailgating continues to prosper.
Not that there is no tail gating in the private sector. The only difference is that many of these tailgaters in the pvt sector make hay while the sun shines and then vanish into thin air leaving their god fathers in the lurch. In ost of these cases they catch up sometime later in some other roganisation and the tailgating continues.
Its only those with guts and who make a judicious mix of tailgating and trail blazing that are the real achievers.
Have I made the interpretation more complex with my comments.
Thank you sir.
DeleteYou made it even more interesting
Sir
ReplyDeleteAnother piece of marvel. Equally applicable to all types of org. Very aptly described without being blunt yet straight.
As usual elegantly expressed with clarity of thought.
ReplyDeletePerhaps a large chunk of leaders fall somewhere between the two extremes of tail gating and trail blazing.
Thanks for fwding this article,beautifully articulated with absolute clarity,on what is trailblazing and tailgaters...quite informative in introducing these two concepts,to a not so well read person like me.Well what I understand,is that,the tail gaters are normally pronounced in unwieldy Govt organisations,which doesnt care much about the health of the organisation,whereas Trailblazers are prevalent in pvt sectors.Good organisations will always select a trail blazer to head the organisation,giving due credence to competence and efficiency like one has seen in Infosys etc...when Narayan Murthy chose his successor.Totally endorse Cdr Victor Joseph and Ranjan comments out here.
ReplyDeleteI suppose more tails are found in governmental organisations where penalisation for failure doesn't exist. But in corporates too it's prevalent.
DeleteInteresting article.so very relevant.Trailblazing is a difficult choice to make.Only those who genuinely care about the wellbeing of an organization would venture into this domain
ReplyDeleteMost of us who are at the helm are looking for an easy way out and therefore take to running an organization on personal loyalties.The organization is therefore deprived of the contribution of a lot of sane voices that should matter.
Truth.
DeleteAn ideal write up.
ReplyDeleteIt covers a lot of ground on managerial issues
ReplyDeleteVery Interesting Article Sir. Sheds light on the kinds of people and working environments prevailing in many organisations since a long time. The true Trailblazers are the cornerstone of any organization, they are the ones behind its success along with other hard working employees but unfortunately they are often looked upon with discontent by the so called tailgaters and many times misjudged by their peers for their straightforward nature. - Lizy Johny
ReplyDeleteA very live and relevant aspect facing all organisations. Also prevalence of trailgaiting in government organisation in my opinion is a product of compartmentalised functioning, stringent hierarchical model, personalised loyalty based appraisal and a personality driven work environment rather than the one aligned to and constantly seeking organisational goals. While some of these aspects, to some extent, very naturally and unintentionally do find their way in a goal driven organisation too, since at the end of the day we are all humans, it is essential that an organization keeps giving mid course corrections to realigning and steer itself to it's ultimate goals for which trailblazing is the best course of action.
ReplyDeleteTrailblazer is the one who can rise above personal goals and interests to think and work towards organisational growth and interest. Hence an organization needs to develop, nurture and manage an organizational perception that actually encourages trailblazing which eventually would become the organization culture.
The top-brass has to be super-confident to allow trailblazers to thrive. A professionally run organization will often have systems in place to nurture trailblazers. The blog compels organizations to introspect and reflect upon pertinent and tough questions.
ReplyDelete