Top Dog

When the going gets rough, I have often heard (at least in the English speaking world), ‘it’s a dog eat dog world out there…'! In other words, hey, it’s tough out there – bite back to stay on top! Personally, I have a big problem with this. The basic premise is that the bigger dog always wins. As such, my goal in the work-force, corporate world, leadership circles etc., would be to do my part to become and remain – Top Dog, essentially eliminating any perceived threats to my position!

Out of curiosity, am I the only one who sees this as mildly unsustainable, not to mention counter-productive?

A few years back I had the privilege of doing a two day training with one of the subsidiaries in KFC’s supply chain from the east coast of China. One of the activities we used, is one commonly known as the ‘Giant’s Ladder’. It’s a series of seven horizontally suspended 4x4’s, reaching a height of 10 m. The goal is to get a team of two from the ground level to the top. How you get there is up to you and your partner.

The first two pairs provided us onlookers with radically different strategies and success levels. In the first group, the stronger and more athletically gifted partner initiated his own independent ascent. He then proceeded to attempt lifting up his partner to join him. After numerous well planned, sincere, vigorous, yet strength sapping attempts, they finally attempted another strategy. But alas, it was too late….the power was gone! They were stuck at the bottom.

The second pair decided on a different model. With both partners on the same rung, the stronger one decided to bend a knee, effectively providing a platform for his partner to step up on. This ‘human platform’ raised the floor enough for the other partner to swing a leg over the next 4x4, and with a little nudge from his partner, voila – he was up on the next level.

As the participants discussed these two models, it became apparent that there were some stark contrasts. In the first model, the lifting (work) was radically more difficult. Had it been successful, they concluded, it would have also created a potentially dependent relationship, with the need to ‘control and create’ success residing with the stronger ‘Top Dog’.

In the second model, there was a trust factor, a willingness to serve as a stepping stone for the success of another, collaborative success, mutual satisfaction – and a nice foot-print on the pant-leg as a reminder of the servant focus.

I would like to suggest it’s not about being Top Dog, staying in control, or pulling anyone up to where we as leaders think they need to be. Whether I am a manager, CEO, teacher, or parent, it’s about being a platform! It’s about personally being a stepping stone on which the people I steward can step up on (foot print and all) to reach their greater (and/or our team collective) potential.

Ultimately, I desire my ceiling to be their floor!