Cooperation or the iron fist? Coaching management styles described in best-selling books seem to be a mere theory. In Polish reality the chief executive is the star, conversation with Krzysztof Tarka, Managing Partner at Tarka Executive’s.

Puls Biznesu (Business Pulse): In a recent article a columnist of "Financial Times" wrote that despite various management theories, the executive power has not changed at all, as power is always power.

Krzysztof Tarka, Executive: Even though the power in an organization might be multi-faced, executives rarely have sufficient time to reflect on this. To a small extent, they might contemplate the influence their management style exerts over the long-term growth of the company; it is a natural reaction, when chasing short-term results. (...) We conducted a Business-PeopleTM Research, encompassing around 40 companies active in the Polish market. Through this research, we addressed the owners, chairmen and directors on how they run their organizations. (...) It turned out that the Polish executives manage in a very peculiar way (...).

How do they manage?

In Poland, a common form of management is consultative management. This translates into chief being the central actor; communication and decision-making within the management group is carried out according to the star model. (...) As decision are not made on equal footing, the management group adds value only to a small extent and does not utilize the full potential of its members.

Does this approach have adverse effect?

This means that most of the hard-cover books and trainings about participative coaching management styles are only theory and might as well go into the rubbish bin. Frequently, it is theory of foreign and "scientific" provenance or an organizational myth fostered by the Human Resource Department. Avoiding such methods, Polish executives have led their companies through the crisis without major loses; furthermore, their growth continues. The style has proved itself suitable; however, suitable in a certain environment, at a certain development stage.

So, in what situations is it suitable?

Our Business-PeopleTM Research,, combined with observing the Boards at work, during the advisory interventions, revealed that there was no cooperation; in particular, in management of the higher levels. Even if on the Board level the dominant style is consultative or quasi-consultative, it appears to be directive or imposing towards the subordinates. It is possible to say that we lack the culture of responsibility for the results.

If it works, why change at all?

In the times of crisis, consultative and directive styles are no longer sufficient as they do not build a continuous engagement or foster innovation amongst the employees. A Board member is only asked about an opinion. The manager is managed in an orderly/imposing way. It is unlikely that these people experience a feeling of security and belonging. It is only when people feel a part of community, will they become more creative, innovative and prone to taking risks. Without risk and innovation, no company is able to be different from the competition. (...)

How can the management style be changed? Would trainings be enough?

Trainings tend to be short-term interventions, alluding the receivers about the change they bring. The trainings are not sufficient as they provide the knowledge, sometimes build self-awareness amongst the Board but do alter behaviours long-term. A common reflection after a training or coaching session is, "now I know that I do not know how to do this". However, we revert to our old customs under the pressure of the environment; frequently, under the influence of our subordinates, who feel more comfortable without the responsibility and risk. (...)

How should the work look?

It is crucial to conduct a meticulous diagnosis. Initially, it is necessary to arrange a meeting with the subordinates and enquire how the power is structured and how the company is managed. Even the best psychological tests will not provide us with an answer to these questions. Additionally, it is necessary to confront the narration of the subordinates with the opinion of the executives. Please believe me that for many Chairmen the description and perception of their power executing style, their personal blueprint success or failure, will come as a surprise. (...) We do require a power shift if we want to grow as enterprises and as Polish economy. As the world around us is shifting as well.

Krzysztof Tarka, Managing Partner at Tarka Executive’s interviewed by Puls Biznesu (Business Pulse)