Journal Article | Harvard Business Review | 84 | November 2006
Blue Ocean Leadership
How can leaders generate a leap in performance when the odds are set up against them? For leaders with limited resources, a demoralized staff, and an organisation overly politicised and wedded to the status quo, it is time to turn to what we call Tipping Point Leadership and Fair Process. Tipping point leadership builds on the reality that in any organisation, there are factors that exercise a disproportionate influence on performance. Hence, achieving a leap in performance is not about investing steep resources or allotting long timeframes for change. Rather it is about identifying and leveraging the factors that exercise a disproportionate influence on breaking the status quo, multiplying the value of existing resources, motivating employees to aggressively move forward with change, and knocking down political roadblocks. By focusing on point of disproportionate influence, and by reinforcing this focus by addressing the issues of fair process, tipping point leaders are able to create a sustainable performance leap fast with low cost. They can also simultaneously earn the trust, commitment, and voluntary cooperation of employees. Theories of Tipping Point Leadership and Fair Process are based on over a decade of research into high performance organisations.