How else do you persuade everyone in an organization — whether that means 50 employees or 50,000 — to move in the same direction? How do you refocus the staff around a scaled-down strategy to survive an economic slump? How do you ensure that people at every level understand the priorities of the moment? How do you develop the leaders of tomorrow?
Simple: You teach. That’s different from giving a speech in a companywide meeting or giving orders to a subordinate. That’s not teaching; that’s dictating. Telling people what to do doesn’t guarantee that they will learn enough to think for themselves in the future. Instead, it may mean that they’ll depend on you or their superiors even more and that they will stop taking chances, stop innovating, stop learning.