Dr. Petros Oratis, a leadership and organization development consultant, team facilitator, and executive coach, believes modern organizational success hinges on embracing lateral leadership and fostering collaboration across hierarchical boundaries.
Lateral leadership refers to a leadership style that emphasizes collaboration, teamwork, and the ability to lead without relying on a formal position of authority.
Dr. Oratis advocates for leaders to address these interdependencies by creating spaces for dialogue and understanding, particularly in environments where power dynamics and competition may exist.
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Managerial & Leadership Development
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TRANSCRIPT
Stephen Matini: I'm really happy to be here with you, we share the same passion and so I have a lot of questions for you, which are questions that I try to answer myself. I got into organizational development, you know, later on in my life. Previously I had a career in marketing, which I thought it was my thing. And then at some point out of pure coincidence I learned that I loved to work on organizational functions and to help people to perform better. How did it happen to you? Is this something that you have always known, but how did you get into this?
Petros Oratis: Yeah, that's a very good question on reconnecting with origins and the course of life. I think because I studied in Greece and our system there is quite specific as to how you end up in university. But I think maybe also globally at that age you might not really know what to study.
So I studied economics as an undergraduate, not necessarily by choice, but because I wanted to end up in organizations sort of in management.
On one hand, when studying economics is very interesting because you learned from very early on in life about systems and about interdependencies and the complexity of the world, which I think it's very helpful as a mindset to be grown from early on.
But it's also quite of a positive is science. So it has some sort of predictability in a way. Or you learn very quickly this idea of predictability and control and with knowledge and with models, if you apply them properly, you know you will get good results.
But human behavior is extremely complex and even if you get it a little bit in courses around psychology, organizational psychology, still, there is this idea that if we study it and we can predict it, we would know what to do about it.
And then of course you probably know from your practice and our profession, that's not how it works with large systems, with human behavior, even with us personally we might think in certain ways. So I started developing this curiosity of could I study human behavior more and differently from conventional studies?
I wanted to seek something else and that's how I ended up studying differently organizations. So systemically, I mean the discipline is called system psychodynamics, but the idea is that you also take the more unconscious processes that operate within us and in working relations and then in bigger systems.
Still the goal and the principle behind it is how can we understand human behavior so that we can actually address it differently but not, not from also I would say almost god-like thinking that if I were to control it fully, then that's how it would work.
Stephen Matini: And eventually you learned that there's something that escapes analysis, you know, that you cannot quite frame. I think there's a huge element of craftsmanship in any job. Early on you started to become really interested in the whole notion of flat structures, bottom up, top down and then it even your own podcast, you know, it's the whole notion of lateral leadership is such a central component. How did you get there? Why? Why is this specific angle so important to you?
Petros Oratis: I would say both the hard data, the intuition are, are what working jointly. So you can't, you can't split either or right? And I think that's what you exactly said. And the same thing I would apply to this idea of this very organic one could say type of leadership that you need to discover your role and you need to work through how you are going to lead with others. But at the same time that happens in a explicit structure.
This tension, I think it's something that I discovered throughout practice that it is relevant for all of us and it becomes part of leadership. I think the interest on studying that more was when I started my doctorate I didn't know what I would research and I didn't know that would be the topic.
I knew that I wanted to study something related to collaboration on that high level. And one of the early findings that was guiding me is this idea that when you get sort of senior leaders that are part of a team even together, they would actually do many very meaningful work together. But to get them actually in a room usually would be very tough, very difficult.
And then to take them properly in a room, not just physically but really committed so, and to commit to their interdependency, that was also very difficult. So peeling a little bit the onion around that. So what is it that we understand logically that we need to collaborate, we do want to collaborate, but there is something also that is quite scary that in pulls us away, especially when we grow in hierarchy was the first starting point of that, which made me then understand this is not just about collegial relationships.
The group of executives that are part of a team, they are also independent leaders that are trying to lead their own stuff. And that's what becomes quite challenging when you want to approach teamwork is those two roles that they conflict with each other and they require a little bit more understanding
Stephen Matini: Based on your studies. There's a cultural component that has a huge weight. So it really depends on the culture, it depends where with the organization is located. But as human beings, do we tend and naturally to favor top down organizations, is that just how we operate?
Petros Oratis: Our relation to hierarchy is something that is part of our human nature and I think it very much starts from the idea that we are brought into this world in absolute dependency on parent and caretakers on adults who we can only survive at these sort of early steps of our life actually based on those figures that they will take care of us very practically but also emotionally even to make sense.
So that's part of our psyche that cannot go away. This idea that we sort of move from complete dependency into autonomy as we are building our own strength and our own self-reliance, we become less dependent on those individuals and that sort of continuum that I'm sort of painting here also continues in careers.
So very early life we may have that mentality. We need to learn from our superiors, we need to depend on their judgment, we need to be guided by them and sort of we develop in careers so that we can actually become more autonomous and more powerful perhaps. And then we'll become more autonomous. And maybe this idea or what we tell ourselves is that then we should lead others and so forth.
And while this is of course the nature of life, we are forgetting the lateral dimension of all of this may not come to mind so clearly because we do all of that with other peers, whether that's our siblings or our classmates or later on in in groups, our education, also the career development is giving us enough stimulation to be able to collaborate with others.
But we forget completely that this collaboration and maybe this competition will at some point entail also dependency, again. I said early life will depend on parents and that's what we think dependency is about or we depend on bosses but we are actually depending on each other because we are part of systems.
When the structure is clear that interdependency is no issue. I come to you when I need to come to you, you come to me when you need to and so forth and we will find each other. But as this clarity goes more and more away, it also means that it's very difficult to basically understand what these interdependencies are and then later on we have to negotiate on those ourselves.
From this idea that we were developing our own strength in order to become autonomous and not to rely on authority figures now comes into a conflict that as we become autonomous we are actually depending on others who may not be so, you know, in a different level than we are or they may not actually even care about us as maybe our bosses cared about us doing a good job, if you see what I mean.
They felt responsibility maybe over whether that's a good or a bad boss, but they felt some responsibility over us performing or delivering good work to them. Now we are dependent on others and others depend on us that maybe, you know, it's more on an adult to adult level and they don't have responsibility of our wellbeing.
So a different access or a different value needs to come to play that can guide us about how do we negotiate, how do we learn to care for each other or how do we take responsibility of the total outcome.
This doesn't answer your question on culture predisposition because you know some cultures are very hierarchical in that sense and some others are very egalitarian. But regardless of those nuances, I think it's also helpful to understand that from a psyche point of view, we already have that programming in our lives. Maybe more than other species even who have a very short period of being dependent then they're spend the rest of their lives being autonomous.
Stephen Matini: The answer that I've given myself so far, of the reason why so many organizations are so much top down probably is around the notion of power. Human beings seem to lose their mind around power and around money. What, what do you think of power as a factor? Does it play any weight?
Petros Oratis: Absolutely, it's was central to my research. Maybe it's helpful to distinguish what we mean by power and what do we mean by authority, right?
So when we talk about formal authority, we're talking about the right that I have to exercise decision or to make decisions over others, and that right has been given to me also because I also hold ultimate responsibility. So authority often is a dirty word, especially nowadays and we can even talk about that.
The idea that a leader will exercise authority is a little bit of a turnoff, it's a bit of a, this is not a good leader, it's a very traditional old fashioned type of leader. But we also need to understand that there is a part of authority which is absolutely required and needed.
Some roles have a even legal responsibility over something and we are decreasing the idea of your basically ability to, or your right to make decisions, at least in current discourse about leadership we're saying you should not be just doing it in a authoritarian way, but with that sometimes we are almost implying you should not do it at all, which is not helpful. So there, there is something about how do we exercise authority.
But there are also very good reasons why authorities completely going down because complexity one person doesn't have the answer, they need to involve a lot of people. There are a lot of interdependencies, there are different organizational models and so forth.
So there is a very good reason why authorities not being exercised directly. So, but if you, if you decrease authority, how do roles begin to differentiate, right? And that's where power comes.
The idea of power I think is more related to what do I have in terms of resources, internal or external whether that's skills or that can be binding to someone else similarly to authority, right?
So whereas authority is very explicit and it comes with a role and it's power is more related to the person related to their skills and how they're using those skills resources to bind others to do something.
And that is positive and it's negative. So usually we are saying well we don't wanna be vulnerable, we don't want to be again in this early stages where we were depending on others. So we have to increase our power and that may also get into the negative connotations of we are power hungry so if only I would be at the top of the world, I don't care about titles unless they give me power or that's where we start getting, we might, some of us might get actually power hungry in that sense.
But in my research that was not so much. So what is so fascinating in this topic is that we believe it's about egocentric type of leaders that are driven to accumulate power and money and so forth.
I'm sure that there is a percentage of those leaders out there and that's a big driver for leadership. But the way I have experienced in my practice, in my research, the power dynamics that get at play is not simply because people are power hungry, is because the lack of clarity and the lack of formal authority enters a dynamic that even though you don't want it to be and you deny it and you try to avoid it to be competitive or being about a power struggle, it automatically becomes a such.
So that's also a lot of in misinterpretation about the other occurs.
And the two interacting leaders is suddenly become opponents that they need to engage in a power fight even though that's not explicitly mentioned and that's not what they talk about. The felt experience of the dynamic is as such. So then I become more guarded in opening up and I perceive the other perhaps as being power hungry or on a mission to get me or to sort of dominate me, but actually that may not be their agenda.
Stephen Matini: When did the notional lateral leadership begin? How far back does it go in terms of studies?
Petros Oratis: So lateral leadership has existed for, i I would say as long as organizations have existed, but it has been taken different forms and we mean different things based on sort of the contemporary reality that that we are part of. So there is a field of studies that that actually are focused completely on leaderless groups, actually leaderless movements. And that's not what I necessarily focus on because I focus on that dimension within hierarchal systems, which majority of our systems are.
There is a big trend that started that that related to self authorized or self-manage groups that are leaderless and there you need to see how leadership gets exercised beyond roles or people it's exchanged.
So in my field it also started very early on because the group dynamics as they were being studied psychoanalytically that started in Second World War and already there there were studies by a famous psych named Bion who are actually, and others I should say, but they studied also groups from this idea that authority and leadership are shared and you need to understand how they get sort of fluctuated within groups.
In the mid two thousands, the notion of lateral leadership and lateral collaboration begin to take more traction in being studied also in my discipline, because a lot of changes in organizational structures were pushing that dimension. So what was before maybe a multidisciplinary or cross-functional collaboration where it needed to be studied there it became more relevant for also top leadership for executive level leadership to be studied, because of this idea that even if you have a vertical accountability, you still need to operate on an enterprise level.
And a lot of what we are designing on paper, a lot of organizational design also approaches would amplify this idea that as a leader you absolutely need to learn to collaborate laterally. And that doesn't mean just on people on your level, on your equals, it means simply being on a lateral level with multiple leaders or role holders of different parts of the organization where momentarily you don't have formal authority over and you either have to lead or you have to follow them. So it's not so clear.
Stephen Matini: Who would you consider to be a great example of lateral leadership these days?
Petros Oratis: I don't want to go into a situation where I call out the particular individual. I could describe some of the characteristics that I found out from my research even though it's all helpful to find role models. So sometimes, you know, I am more in, in this idea that we need to acknowledge the challenges that come from a in our human nature or certain type of behaviors and understand them as opposed to say, you know, underdeveloped leaders or very inspiring leaders.
Stephen Matini: I have a a brilliant example and I'm being very humble. I think a good example would be you and I. Who are we? We are competitors. I mean feasibly I may provide some of your services to the same clients, you know on a technical level, you and I competitor, but we are here working together.
I love the fact that we can create something together that makes sense. Something that hopefully is going to provide a lot of opportunities and wonderful things to you and to me, you know, rather than competing with other agencies, can we all come together and really support each other and to provide to clients is something that is the cumulative combination of our experiences. So maybe I'm completely off with this, but I think that in some small way I try to be a non-authoritative type of leader.
Petros Oratis: What you say resonates a lot and of course I recognize the principles of of what you're saying. My challenge maybe to this and the view of the world in general is that we reflect on this behavior, our value or our ability to engage with that. What we might be forgetting the context.
So what you and I have done in our roles is that we sought out an independent practice, right in that sense and in our interaction. Now we might have competitiveness or elements where we might, we could look at them in a competitive or a reserved way. Yes. But we are coming in a collaboration together out of very autonomous roles and we can actually, protect is not the right word, but our independence will not be heavily impacted in our collaboration.
That doesn't discount any of what you describe around values or the fact that somebody else could approach something in a very competitive way. Like so it doesn't discount our personal values around that. But the difference, I think we need to remember what may shift the dynamic is either the actual interdependency or the idea of interdependency.
So for example, if I forget what you just said and I go on LinkedIn, everyone is a competitor and everyone is a potential client and therefore I might get into a mode that I'm suffocating myself and I need to, you know, I need to become very assertive and very authoritative and so forth.
Now organizations completely expose you to that experience all the time. Even if your values are as such, you will never forget that you have to compete. There are limited resources. When you started the question one individual leader came to mind who was actually driven a lot by impact, was inspired to actually take on big roles but without becoming competitive or not being driven by ego or by money and so forth.
But of course was also struggling with that. So, and I think that a role model doesn't necessarily mean they don't struggle with exercising that leadership, but in one of the cases that was brought in, there was basically a funding for a research that was given to someone else in another department that he thought should actually had come to him because he was advocating for that role.
So, and in that moment was sharing this was starting doubting shouldn't I be more competitive? Shouldn't I be more hierarchical? Why did it went somewhere else? Am I not playing the game right and so forth. And then whilst talking I didn't do much in that interaction, I was just listening. But whilst talking to it, he was saying well maybe this other person, their role was most suited to get the grant done in my case. So he started contextualizing what was happening so that he could step out of this power dynamic that was already imposed.
Because it brings up a lot of good questions like who am I? If I'm bypassed in my organization, who am I? Am I, if I'm too collaborative, does it mean that I will be seen for my individual contribution, could maybe later on somebody else speak of my work but they get the credits. All of those aspects that are far in an organization that are far more, I would say even suffocating or impactful than being independent.
So starting my research, I was thinking, you know, you have people who are more inclined to be power hungry or they're driven by hierarchy and there are others who are more based on purpose and so forth, but I cannot really say that I can draw the lines so clearly and I am more of an optimist in that sense in a full spectrum where sometimes they're triggered to be in a certain way and sometimes they're triggered to be seen differently.
Stephen Matini: It seems that we're going through a massive shift and whether leaders want it or not, you have to start collaborating. You will not be able to survive in such a super complex and fast environment in which we are in. It is virtually impossible.
Petros Oratis: I think that younger generations but also the contemporary state is all about purpose and vision more so than you know, the promise of career development, what is a good purpose of an organization that also is shifting quite a lot in a positive way.
But that I think also creates maybe a challenge for different generations of leaders, including also the new generation of leaders, right? So not just older generations I think for all is this idea of combining the two different styles. It's very difficult if you think about that.
I have experienced even, you know, moments where roles that are more supportive that are from more junior staff as part of a, for example executive team. Sometimes they find it very difficult also to say, oh hold on, this is not actually for me to decide or I need to accept that somebody else ultimately decides. Not everything is about consensus.
There are moments that we are lateral and it has to be that way that's enriching the process. And then there are moments actually that we are quite hierarchical. We're quite vertical because some others have those, you know, you are the owner at the end of the day you carry the risks of your business and so forth and it could not be seen as that risk then has to be shared laterally if you, if you see what I mean. Even if you could do that
Stephen Matini: In your job, in my job it is such an important thing to have the strength and to be optimistic. So when you work with the client and you provide your point of view, which is beautiful and they are skeptical in, they say, seriously, I understand all of this but I don't see how we can apply here, we have shareholders, we have to produce money, produce results. What is the first step you take in order for them to start getting into this whole lateral type of thinking?
Petros Oratis: I think actually that the work with a client is never of the same format as we do now that we analyze something in such a cognitive way. I need to clarify that I'm not advocating for a certain organizational model whether that should be hierarchical or not, right? So, so I would never go in an organization or work with a leader by already holding in mind what the right answer is.
All I'm trying to do in that work with a leader is to understand how the lateral dimension, which is always there even in the army, so, so even in a very hierarchical structure and the actual organizational structure with its rules, how they interact for them and for their team. But that's also not necessarily the my beginning and my stop of of this work. So it's just a very informative dimension, what is at the back of the mind and if it requires and it helps the leader to explore that further, we work specifically on that.
If not some of those principles will be offering some guiding questions so that we can resolve some of the tensions that they're experiencing with different awareness. So I would never advocate for them to become less authoritative or to let go of control immediately.
I would try to understand what are the drivers behind a certain type of behavior, whether that style is supportive of the role and what are the limitations and work with that. That's why I would be very reluctant, for example, to put people in a spectrum of hierarchical versus lateral because these are also contextual.
What we often do also is to understand how is my personal predisposition on authority and hierarchy and what is also of more fluid leadership. So what are my predisposition and what are also some of my unconscious relationship models that I carry with me in those roles.
So do I experience an thought figure as by default someone who is there to get me or to maybe restrict my autonomy or have I learned to effectively challenge those figures playfully maybe or am I rebellious Again, they can be very resourceful, those models that we all carry, but they could also have limitations. So how far am I conscious of how I'm basically using them? And the same is when I interact with others on a more lateral level.
Stephen Matini: What would you say that is the one aspect of your job that makes you the happiest?
Petros Oratis: The highlight of this work and what actually is a fuel for doing more of it is when when you have seen that when you work with individuals or with teams, they have actually accomplished an understanding and insights that inspires change, which before was completely out of reach to them.
Not because they don't have the skills or because I am might be more intellectual as such, but because the space was not there. So it was through the work, there was space created to experience insights about own behavior and about understanding the system we operate in that before was completely out of reach and that really gives me a high after, after doing such work.
I'm not saying that it always has sustainable change if you do it one off and then you that it has, but those moments can never be forgotten either. So even when sometimes the team or an individual defaults into previous behavior, that moment is not forgotten.
So it's a, it's a touch point of saying, hold on a second, why am I back into a certain type of behavior? And sometimes, you know, you cannot change a system alone or even can change fully a system. Like you learn how to tweak a little bit or change somewhat of a balance. But I think this is what absolutely gives me a high.
Maybe to seek some sort of understanding of different perspectives. That's something also that I was missing in my early life also because of divorce of parents. So I could see that one household had a different storyline, the other household had, they were not fighting necessarily the storylines, but I could see the differences and I, I always was in this experience, but why do I get to be in between and not be able to share the experience of being in between?
And that's a little bit what you do often with consulting and coaching is that you are coming across very different storylines, sometimes competitive storylines and we you're trying to actually engage into some sort of dialogue.
Also what I've learned is that sometimes my drive to see a certain type of harmony or a certain type of understanding or collaborative moving forward may not be what's needed or what's helpful to others or it may not be as painful to them as I maybe once experienced that.
So I think by doing a lot of that work also that desire goes a little bit down in me. The more and more I do this work I process a little bit those experiences that I thought, you know, maybe also they should be better now then I'm thinking okay, maybe they were not so bad in the end.
Stephen Matini: Petros we talked about so many different things and I still have so many questions, but I wanna ask you, is there anything that you deem to be really, really important that our listeners, the listeners of this episode that should pay attention to?
Petros Oratis: Maybe I already referred to it a little bit, but I think one of my biggest insights is when coming across competitive or power dynamics that are challenging to experience emotionally, I think it is also very important to find a space to process them and not to draw judgments right away to perceive that an organization is not maybe healthy or safe because of those dynamics. It's an unfair thing to be stated.
There is no way for organizations to find their equilibrium without a lot of those power dynamics that are at play. When we are in situations that are completely harmonious and everyone is very friendly, we will quickly find out that those dynamics are under the table, which can make it even harder than in highly, let's just say competitive environments where competition is what you see is what you get.
So in other words, it's something that we need to learn to play with a little bit more without it being so daunting, without also thinking that it's for the ones who are highly political and they are on a power trick. That's also not what I'm actually advocating,
But it's to say we need to come more comfortable with negotiating authorities all the time with each other to wrestle a little bit with our dynamics, especially in highly interdependent roles, and not to judge others when they are on that mode, but to find ways to make that dialogue a little bit richer and that process a little bit richer.
Stephen Matini: Petros I've learned a ton of things today. I really appreciate the time you gave me and your kindness. Thank you. Thank you very much.
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