Company Dynamics: The Shadow Council (stuff you already know)

Company Dynamics: The Shadow Council (stuff you already know)

By: David Van Rossum

The shadow councils are in virtually every organization. Does your company have them? You know, those groups that talk among themselves about what can be improved in the company. The ones who talk about those who aren’t pulling their weight but are still being rewarded. The second guessers of company strategy. You try to get them to speak out in your quarterly town meetings, but they seldom do. You know they are out there. Don’t think that they aren’t powerful. Don’t think they are always wrong. Don’t think they don’t include your trusted advisors. These groups can help you. Sure, some people complain just because that’s what they do best. Shadow councils convene because they care. Good shadow councils don’t sit around and bitch about what went wrong all the time. They talk about how things can be better. They meet in their offices, over drinks, at the health club or maybe at the golf course. Now if you could just get them out of the dark and into your conversation.

If you run an organization, chances are that one or more of your direct reports regularly convenes with their trusted circle to discuss the state of the business in ways other than what you would expect. Some of these leaders do the right thing and bring the topics of these discussions up in meetings with you. Others may keep the discussions “closed” as they perceive that their power is somehow enhanced simply by being a member of their particular shadow council. These groups have valuable information that can help the organization succeed. If you are not being challenged it is possible that you aren’t as approachable as you think. You might issue directives, after receiving input, thinking that you have a consensus. Following up individually with your trusted inner circle is a good way to find out if everyone is truly on board.

I don’t bring this discussion up to cast sinister scenarios or promote paranoia in your business. I bring it up because if you don’t know about these intelligent committees than you may be missing out on a wealth of good advice. I have been involved in these shadow councils. I have been a leader in some. Chances are that you have as well. I have always felt that it was the right course of action to take these discussions to the next level. I say again, these groups are not made up of chronic complainers. They are knowledgeable assets that may be frustrated or feel that they don’t have a voice. Good ones don’t think they are always right. A successful executive or manager gives voice to the people they direct or interact with. Leaders need to find ways to make sure that conversations that take place in shadow councils reach their ears. I know, it sounds like communication 101 or a simple rule of empowerment.  I have seen too many cases, however, when info floated from these groups is ignored. I have also seen cases where leaders rely too much on just one person other than themselves for their business information. I had a colleague that used to start conversations with subordinates by telling them that he was “taking off his stripes.” Not a good way to go about promoting a discussion. Show your lieutenants that you trust them. Ask them what they talk about. You will not dilute your authority through inclusion. Don’t make them feel that they may be undermining you by sharing non-confidential operational discussions with others. Most of them do. It makes them a better resource to the company because they become more widely informed. It is up to you to mine the valuable nuggets from that resource.