Employee Autonomy-Authority, A Success Factor for Companies

More than 13 million copies of his book “Seven Habits of Highly Effective People” has been sold in 36 countries around the world, of which 1.2 million copies were sold in Korea. The number of copies sold here is second only to the United States. It might be an indication of the Korean people’s eagerness for success. Dr. Stephen Covey’s principle for a successful life focuses on how one can obtain synergy effects from others (or from organizations).

“The synergy effect is made when one understands oneself and other people, or members of the organization and the organization itself and puts out effort to share interests with one another, and hence reach a point of success with more attained in the end,” Dr. Covey said. At an exclusive interview with Donga Journal on Friday, Dr. Covey emphasized, “To be able to survive in the rapidly changing world, one should not rely on competitiveness but seek ways to change to a paradigm of ‘coexisting leadership’.” Dr Covey further added, “The seven habits are basic principles that transcend both time and place, enabling one to achieve an effective life or obtaining this synergy effect.”

Dr. Covey answered several questions:

-Although you are emphasizing “moral authority” instead of “oppressive authority” to display coexisting leadership, it is not easy to acquire a moral authority.

“You need to sacrifice. For example, you need sacrifice to listen to others. Also, you need to sacrifice yourself in order to build up a lost-trust. One cannot learn without modesty.”

-You contend that one should not “think material” but “think human” and enable others to express their potential voluntarily by entrusting the authority to them. What are the grounds for such a claim?

“A hierarchy ordering system increased productivity in the industrial society, but it is unlikely to be effective in the rapidly changing 21st century. In a boat race on a calm lake, it is better to follow an orderly command from a leader whereas for rafting in rapid waters, it is better to confront with the situation proactively according to one’s creativity. When asked, ‘Are you unable to express your creativity and potentials at work?’ 95% answer in the affirmative. The key to success is to hand over the autonomy and authority and enable them to freely exhibit their capabilities.”

-But coexistence does not seem likely in a harsh society. For example, Jack Welsh, CEO of the U.S. company GE, has laid off a certain proportion of employees every year, and this is seen as a key factor for success.

“If the lay off has been made in agreement with the employees, it can be seen as a way to create the synergy. But if the decision was made by the top management without compromising with the employees, it would have a negative effect in the long run. We are apt to focus on short term interest. However, coexisting leadership focuses not only on today’s results but also looks into the future and hence is more effective in the long run.”

-We understand that you have nine children. Is there any special way of brining them up?

“I ask the children to teach their parents what they learned at school. Children are more likely to concentrate and practice when they are given the obligation to teach what they learn. Naturally, conversations between the parents and children change from a vertical relationship to a horizontal one. As children grow older, they start to disapprove of the fact that they are teaching their parents. Though it takes time, parents need to work patiently.”

Seung-Ho Huh Na-Yeon Lee tigera@donga.com larosa@donga.com