Duree 1

Christopher Duree

Dr. Pryzdia

OGL365

05 May 2022

Leadership Styles (With a Meditation on the Tao)

Part One: Leadership Examples Within Laloux’s Organizational Models

In his book, Reinventing Organizations: A Guide to Creating Organizations Inspired by

the Next Stage of Human Consciousness, Frederic Laloux describes five major paradigms of

organizational structures. These include Impulsive/Red, Conformist/Amber,

Achievement/Orange, Pluralistic/Green, and Evolutionary/Teal. Each model and color represent

a different space in which organizations operate within. In Part one I will identify and give

examples of leaders who I believe to best represent the first four paradigms. Each leader has a

different style contributing to, or that was influenced by the organizational context in which they

reside.

Impulsive/Red was the first evolutionary form of organizations. Leaders within this

context usually command with authority utilizing tools such as absolute power and fear. Joseph

Stalin – General Secretary of the Communist Part of the Soviet Union, Is an example of a Red

leader. His rise to power was accelerated by his ruthlessness and willingness to eliminate any

threat to his control. He is well known for targeting his colleagues and rivals through political

attacks, forced confessions and trials, and even ordering assassinations. “The chief of a Red

Organization must demonstrate overwhelming power and bend others to his will to stay in
 Duree 2

position.” (Laloux 18) Joseph Stalin stopped at nothing to make sure that he maintained absolute

control over his party and hacked his way into the highest level of power within the Soviet

Union. “He not only “liquidated” veteran semi-independent Bolsheviks but also many party

bosses, military leaders, industrial managers, and high government officials totally subservient to

himself.” (Hingley) Stalin was a ruthless and all-powerful dictator. He took decision making into

his own hands and restructured the Soviet Union under his own personal vision. He used fear and

punishment as a means to maintain control. This style is today viewed as tribalistic and chaotic,

however his control allowed him to make quick decisions during the conflict of World War II,

ultimately leading to the defeat of the Nazi regime. He is in no sense a hero or even a revered

leader, but his actions led to an unmatched legacy that will stand the test of time.

Conformist/Amber is an organizational model that exchanges power through fear with

power through process. General James Mattis – Former U.S. Secretary of Defense, Is a great

military tactician and strategist. He Is best known for his rigid processes and historically

grounded decision making. He believes highly in formal military hierarchies with an emphasis in

specific duties and power at every role. I picked General Mattis as my Amber example because

he is self-aware. He knows that his power is tied mostly to his role, and that he is replaceable.

Even though he believes in top-down legislation, he also understands that all quality decisions

must include some type of information gathering and processing. Mattis States: “One of the most

important things is keeping someone at your side who will challenge you to balance the

quantitative and nonquantitative inputs to your assessments, who will watch for gaps in your

assessments.” (Sneader and Pacthod) This is a healthy version of Amber leadership as he

maintains control but wants to make the most grounded decisions possible. Although he uses

some form of an advice process, he maintains absolute control over his units, striving to lead
 Duree 3

them to success in all aspects of the operation. He attempts to lead through brevity, adding a

level of clarity to the decision making that must be completed at each role. Mattis states: “In

drafting my intent, I learned to provide only what is necessary to achieve a clearly defined end-

state: tell your team the purpose of the operation, giving no more than the essential details of

how you intend to achieve the mission, and then clearly state your goal or end state, one that

enables what you intend to do next. Leave the “how” to your subordinates, who must be trained

and rewarded for exercising initiative, taking advantage of opportunities and problems as they

arise.” (Mckinney) This type of leadership style is breath of fresh air, as in most military settings,

lower ranks are not allowed to exercise control. Mattis however empowers his people to make

small scale decisions all though within the parameters he sets. This makes sense with things such

as rules of engagement in hostile territories. If a soldier must call in to headquarters to verify

every target, said target may move or attack the soldier before being given authorization.

“Planning and execution are strictly separated: thinking happens at the top, the doing at the

bottom.” (Laloux 21) General Mattis prefers to develop the strategy, defining rules of

engagement ahead of time. He lays out the end goals but allows his subordinate leaders and

members to initiate their trained tactics. This balance of planning, process, and control is what

contributed to his success as a military and civil leader.

The Achievement/Orange paradigm can be categorized by words such as accountability,

meritocracy, and innovation. It is hard for me to think about innovation and meritocracy without

mentioning Henry Ford – President, Ford Motor Company. Mr. Ford was born in a village

outside of Detroit, and was subjected to manual farm work as a child, but was witness to

machinery such as steam powered tractors. Inspired, he left home for the city to become a

machinist apprentice. While working he made several successful prototypes of his invention, the
 Duree 4

quadricycle. He eventually landed a job with the Edison Illuminating Company where he was

given time to tinker and further experiment with electricity and combustion engines. He took

what he learned to create racing cars, breaking multiple records and establishing a legacy. That

legacy brought him eager investors, leading to the creation of his first company. Mr. Ford carved

his own path to success, adapting a process he once witnessed into the modern assembly line. He

built a network of dealers allowing him to sell and produce cars of better quality much faster

than the competition. He operated his business like a well-tuned machine, when suppliers ran

late, he established better partnerships, when resources ran low, he procured and refined his own.

“Leaders and consultants design organizations. Humans are resources that must be carefully

aligned on the chart, rather like cogs in a machine. Changes must be planned and mapped out in

blueprints, then carefully implemented according to plan.” (Laloux 28) This can be compared to

the process implemented by the Ford Motor Company under Henry’s direction. “The technique

consisted of two basic elements: a conveyor system and the limitation of each worker to a single

repetitive task. Despite its deceptive simplicity, the technique required elaborate planning and

synchronization.” (Britannica) Henry Ford changed the automobile and manufacturing industry

in a permanent fashion. His focus on innovation and competition led to him becoming one of the

most respected and remembered men in American history. He scaled out a business that has

since lasted generations and survived many economic downturns. His success is attributed to the

fundamental changes his leadership style brought to the open market.

Pluralistic/Green organizations strive to create and maintain a positive culture while

providing a valuable service or commodity. To be Green means to be embodied with unshakable

values and organizational culture. No one has transformed a profit driven business to a value’s

driven one quite like Hubert Joly – Former CEO Best Buy Co., Inc. In 2012, Hubert became the
 Duree 5

CEO of Best Buy, sparking the beginning of a major change for the company. He looked at the

current model as a dying one, filled with unnecessary products, services, and operating

structures. He removed a lot of the fluff and accelerated business, all while retaining head count,

a move some thought would be unachievable. He accomplished this by spending his first weeks

on the front line, learning from salesfloor workers and store level supervisors. He listened

empathically to the concerns of employees at all levels, he ultimately understood what needed to

change. He incorporated a set of values into the company, aligning the team with a mission. “We

are not actually a consumer electronics retailer. We’re a company that’s in the business of

enriching lives through technology by addressing key human needs. And the beauty of that is,

number one, it’s inspiring, but also it vastly expands the addressable markets. So as companies

are hit by this crisis, sometimes you need to grow, you need to redefine what ultimate needs you

are serving. And so you align the entire company around this.” (Ignatius) Hubert went deep into

his organization, listening first, then acting. He empowered his employees to go above and

beyond having just a job, rather to “Have fun while being the best.” He states: “Human magic is

when at scale you have employees that do things for each other and for customers that nobody

has told them to do.” (Ignatius) Hubert ultimately created this type of culture and environment by

instilling these values across the company into every level of leadership. “Green Organizations

often invest a disproportionate share of their training budget in courses for newly promoted

managers, to teach them the mindset and skill of servant leaders.” (Laloux 32) This was apparent

to me, as I was once employed at Best Buy during Mr. Joly’s tenure. The first thing I was met

with as a new supervisor was roughly six weeks of HR style training to better understand and

relate to my team members. I remember having the first conversation with my manager where I

was taught: Values, People, Culture, then Mission, in that order. While operating in the
 Duree 6

company, my experience was that Hubert’s vision shined through every rank. He stepped down

to become a board member in 2019, but his changes to the mission and culture during his reign

served as a course correction, saving a company otherwise headed towards the same fate as other

electronics retailers.

Part Two: Examining Teal Traits with a Meditation on the Tao

After carful reading and examination of Lao Tzu’s “Tao Te Ching”, I have created many

connections to Frederic Laloux’s vision of an Evolutionary/Teal organization or leader. The

practice of mindfulness and attention to all things is somewhat new to me, however, I feel

empowered to make better decisions after consuming this text. The passages that most moved

me, and for that same matter, I believe to relate the most to Teal principles are: 2 - Polarities, 12

- Time for Reflection, and 15 - The leader’s Teachers.

In my opinion polarities directly relates to the planning of organizational strategy. If you

have only a rigid plan, inflexible and stiff, it is bound to be broken. “Making predictions gives us

a comforting sense of control. But the reality is that organizations and the world we live in have

become complex systems. In such systems, it becomes meaningless to predict the future, and

then analyze our way into the best decision. When we do, out of habit, we only waste energy and

time producing an illusion of control and perfection.” (Laloux 211) There simply is no point in

trying to force or plan for a specific outcome. “Knowing how polarities work, the wise leader

does not push to make things happen, but allows process to unfold on its own.” (Heider 3)

Time for Reflection, is another Tao principle that compares well with Teal organizational

leadership. “Moods determine what is possible: every mood predisposes us to a particular course

of action, and closes us to many others. Consciously managing the mood of an organization, is

therefore one of the most potent (yet often overlooked) tools that can help us to achieve or fail to
 Duree 7

achieve a collective purpose.” (Laloux 218) Reflecting on one’s inner turmoil or feelings is

foundational to making clear and grounded decisions. Without clarity in one’s self, rash and

costly decisions are often made. “When group members have time to reflect, they can see more

clearly what is essential in themselves and others.” (Heider 23) The advice process within Teal

organizations depends on the ability for all leaders and parties affected to make quality decisions

based on quality input.

The Leaders’ Teachers from the Tao seems very much like the advice process

highlighted in Teal organizations. The advice process is a requirement for most organizations as

a way to make decisions. Each person is empowered to make their own decisions so long as they

seek the input of all those affected. This pertains more to the person receiving the advice more

than it does to a Teal leader, but in my opinion is still relevant. Without consulting others, how is

anyone able to learn from past mistakes without committing the same mistakes themselves?

“They could clarify events for others, because they had done it for themselves. They could speak

to the depths of another person, because they had known their own deeper conflicts and blocks.”

(Heider 29) Everyone in a Teal organization is a leader in their own way, and following this

passage from the Tao could save any emergent leader countless time and prevent most failures.

I think Teal leaders demonstrate the knowledge of the Tao mostly through their actions. I

say this, because the best way for a person to represent knowledge of the Tao, is to live it and

lead by example. People who naturally lead through mindfulness and self-control are those who

will have natural followers. One should not set out to be a good leader rather understand where

they need improvement and work on themselves. I think this style of leadership to be uncommon

but very much needed in today’s society. Processes have become cluttered and clunky all while

motivation is at an all time low. People’s purpose is in question as global events have changed
 Duree 8

the way we think about monetary systems, work, health, and community. The merits of leading

within principle of the Tao are vast. It can produce kindness, culture, peace, clarity, respect, and

many other emotions for yourself and in the eyes of others. Possible demerits would be the

appearance of being weak or not in control of one’s surroundings. The hands-off approach,

focused listening and reflection of a leader, could be misinterpreted as lazy, unwilling, and out of

tune. I think a global shift is in order for the laymen to understand and value Teal/Tao principles.

As society continues to shift, and peace become more necessary for global flourishing, I believe

these styles of leaders and organizations will emerge more frequently. I personally have been

inspired through this learning experience to one day found or co-found and organization

grounded in these principles. It sure sounds better than going back to work for a company that

doesn’t foster these values.

Works Cited

Britannica, The Editors of Encyclopedia. “Ford and the Assembly Line.” Encyclopedia

Britannica, Encyclopedia Britannica, Inc., 3 Dec. 2014,

www.britannica.com/technology/automotive-industry/Ford-and-the-assembly-line.

Heider, John. The Tao of Leadership: Lao Tzu’s Tao Te Ching Adapted for a New Age.

New York, Bantam Books, 1985.

Hingley, Ronald Francis. “Lenin's Successor.” Encyclopedia Britannica, Encyclopedia

Britannica, Inc., 14 Mar. 2022,

https://www.britannica.com/biography/Joseph-Stalin/Lenins-successor.

Ignatius, Adi. “Former Best Buy CEO Hubert Joly: Empowering Workers to Create 'Magic'.”

Harvard Business Review, 25 Apr. 2022, https://hbr.org/2021/12/former-best-buy-ceo-

hubert-joly-empowering-workers-to-create-magic.

Laloux, Frederic. Reinventing Organizations: A Guide to Creating Organizations Inspired by the

Next Stage of Human Consciousness. Nelson Parker, 2014.

Mckinney, Michael. “General Jim Mattis on Learning to Lead.” General Jim Mattis on Learning

to Lead | Leading Blog: A Leadership Blog, 20 Nov. 2019,

www.leadershipnow.com/leadingblog/2019/11/general_jim_mattis_on_learning.html.

Sneader, Kevin, and Daniel Pacthod. “General James Mattis on Leading in a Crisis and Thriving

in the next Normal.” McKinsey & Company, McKinsey & Company, 10 Jan. 2022,
 Duree 10

www.mckinsey.com/business-functions/people-and-organizational-performance/our-

insights/general-james-mattis-on-leading-in-a-crisis-and-thriving-in-the-next-normal.