Leadership Lessons from
the Canada Goose

by Chris Edgelow

Every spring Canadians look to the skies for the welcome sign of geese headed home from the south flying in a common “V” formation.

The scientific reason for the "V" formation is that as each bird flaps its wings an uplift is created for the bird immediately following. Thus, by flying in a “V” formation, the whole flock adds at least 71% greater flying range than if each bird flew on its own.

Whenever a goose falls out of formation, it quickly feels the resistance of trying to go it alone, and quickly gets back into formation to take advantage of the lifting power of the bird immediately in front.

When the lead goose gets tired, they rotate back in the wing and another goose flies point.

The geese at the back of the formation encourage those up front to maintain their speed and communicate by honking.

If a goose gets sick or is wounded and drops from the sky, two other geese immediately fall out of formation to follow or protect the incapacitated goose. Moreover, they stay with the goose until able to fly again, and then they launch out on their own again or with another formation to catch up with their group.

Leadership implications are much the same:

1. Is your organization all heading in the same direction toward its desired destination, so all the divisions, departments, teams and individuals can benefit from the synergy of collective efforts?

2. Are all activities clearly linked together to move the organization closer to its desired outcomes?

3. If individuals or groups are not headed in the same direction, do they realize that? Are you helping people make clear decisions about being engaged in going where the organization needs to go, or finding another group to fly with?

4. Does leadership constantly shift based on expertise, knowledge, good ideas and energy without the formal leaders being threatened?

5. Do you gather the organization together frequently enough to share successes, convey genuine appreciation for all the efforts contributed, and encourage people to continue to do their best work?

6. When people become overburdened, are you intentionally doing things to help them? Things like helping them clarify what they don’t need to do anymore in order to make time and energy available to ensure the new changes will succeed. Things like helping them prioritize their work to ensure they are not spending too much time and energy on things that really don’t add value. Things like giving people a breather once in a while, perhaps with a fun assignment or extra long weekend. Not things like telling them to “work smarter, not harder” or “do more with less”.

During times of difficult change, supporting each other is essential for positive well-being. Here at Sundance Consulting Inc. www.sundance.ca our business is "helping organizations change" by providing training programs, consulting expertise, free articles, and resource materials to support those organizations who might need help supporting one another through change.

I hope these few thoughts help you and your organization head in the same direction toward your shared destination, and dramatically benefit from the powerful “uplift” of collective efforts.

Chris Edgelow
chris@sundance.ca
1.888.944.8383