The need to engage Doers in organizational decision making and problem solving is highlighted by the findings of a nine-year study by a Stanford research team headed by professor Jim Collins that analyzed 20,400 companies and identified only seven that have what it takes to succeed in tumultuous times.
The first step toward a becoming a Doer-friendly organization is for those in positions of authority to accept that they cannot achieve sustainable high performance on their own, that they do not know or have access to all of the information necessary to succeed, and that wisdom comes from harnessing the power of the Doers within their charge.
Doers intuitively expand their influence by creating informal, cross-functional communication networks that are reliable sources of accurate information. Which is why the ability of the modern organization to achieve long-term success hinges upon involving the doers in the decision making process.
Multiple surveys and studies of managerial competence and leadership effectiveness suggest that organizations throughout the world are falling behind in the development of doers.
Recognizing, rewarding, and retaining Doers as peer coaches, problem solvers, and internal planners, coupled with the other performance enhancing roles, will raise the overall productivity of any organization that is savvy enough to do so.