New leaders should have an organizing framework and not follow it. In the wise words of Wharton Professor Len Lodish, “It is better to be vaguely right than precisely wrong.” We can break managers and employees into four types, depending on how they approach an organizing framework:
Random: those that have no framework and are not concerned about one act in random ways
- Randomly Dogmatic: those that have no framework and think they do
- Rigid: Those that do have a framework and always follow it
- Purposefully flexible: Those that have a framework and don’t always follow it
Purposefully flexible wins.