We Draw Org Charts Wrong!

If you search online for pictures of "org charts," you get many creative images. Some have pictures, some have titles or roles, others have descriptions. And of course, there are countless colors and styles to choose from. However, one thing that nearly all organization charts have in common is that they have the leader at the top when vertically oriented.

I contend that this is entirely backwards, or more precisely, upside down.

For years, I worked with a leader who often bristled at seeing himself atop org charts. He understood the utility and purpose but didn’t like the implication that he was more important or valuable. Sometimes, we’d simply choose to remove him from the top. Other times, he remained. All along, I took note, appreciating his sentiment but not really going beyond that.

More recently, while coaching a CEO of a growing technology organization, I had an aha moment. He relayed to me how important his leadership team was to him and the success of the organization, and how he could never fill the shoes of one of his team members who had a unique area of expertise.

It occurred to me that this executive’s best use is in service of his leadership team. By serving them, he maintains a virtuous cycle of setting his leaders up for success, who then ensure his own and his company’s success. This bi-directional flow of service and support is not wasted energy; in fact, it is essential to the healthy team culture within this company.

Perhaps management focuses on status, whereas leadership focuses on service? Hmmm…

A 'Leadership Org Chart' reflects teams supported by their leaders

Perhaps leadership is like a tree. The leader is the trunk, and the trunk supports branches and leaves of different sizes, shapes, and colors, which in turn produce flowers and fruit. In many ways, like a tree, the weight of the organization is on its leader. This weight manifests in the form of accountability: responsibilities may be distributed within and across teams, the leader bears the weight of the collective and is accountable for outcomes.

Similarly, the team expects and deserves clarity of role, charter, direction, alignment with the rest of the organization. Like the trunk of a tree connects the branches and leaves to the ground and the roots, a leader provides structure, connection, and nourishment to their team. Sweet fruit (results) come from the right combination of type of tree (charter), nutrients (resources), and environment (structure, support, and spirit).

With an attitude of service to team and an openness to express this role, a leader will guide their team to bear much fruit. That’s why, from now on, when I use org charts, I’m drawing them from the bottom up!