It seems to me that Command and Control as a management style has gotten a bum rap. You’ve heard the disparaging remarks, “She’s a complete command and control style manager” – implying there is something wrong with that.
I think such comments display a startling lack of understanding of what leaders are required to do in organizations. Command and control is a very useful managerial tool for certain situations.
People love to use fire-fighting as an analogy to describe modern management practice. I would challenge anyone to go find himself a Fire Chief and ask him/her if command and control is a bad idea.
When a building is burning and lives are at stake, the Fire Chief very much relies on command and control as the appropriate management tool for that situation. Can you imagine the fire department showing up at an emergency, and the Fire Chief requesting that everyone break up in study groups, to hold hands and sing camp songs?
“OK – everyone brainstorm ideas for how we should tackle this, and I’ll give a special prize to the group that comes up with the best idea. Make sure everyone participates equally, and remember that everyone’s feedback is valuable. This is an excellent opportunity to reinforce how much we value each other, and I’ll float between the groups to help facilitate.”
Glad it’s not my house on fire. I want the Fire Chief standing on top of chair barking out orders as fast as she can to get the situation under control. I also want the Firefighters to listen carefully to the orders being dispatched, and execute as they’re being instructed to do.
When they are back at the Firehall, and practicing for such emergencies, or doing community outreach, then the Fire Chief would be well advised to pull a different tool out of his box, and to engage his people in a more collaborative style.
The problem for people that disparage command and control is that they confuse this very important managerial style with a lack of respect. Lack of respect is never appropriate, but many times it is a leaders job to tell her direct reports in no uncertain terms what they are required to do. Setting clear expectations, holding people to account for those expectations, and administering the appropriate consequences are what we pay managers to do.
Command and control is one legitimate tool to get this done.