The Echelon Effect: How Doing Good in Business Can Benefit Everyone

Savvy cyclists react to these conditions by forming an "echelon" or angled line, like a skein of geese in flight, to share the load of cutting through the wind.

But if the wind is from a 45 degree angle from the left and the lead rider pulls to the right side of the road, no one can take advantage of the draft. Everyone is forced to ride in a straight line behind the lead rider in order to get any draft effect at all. In a race, the strongest cyclist will sometimes do this for strategic advantage, forcing everyone in the trail group to face the same conditions.

But most bike riders know that sooner or later their strength will give out if they have to do ALL the work. That means cyclists from opposing teams will work together in order to sustain speed in windy conditions.

The type of cooperation we find in a cycling echelon can teach us a lesson about collaboration in the business world as well. Most successful companies have naturally strong salespeople, "rainmakers" who bring in the most sales and revenue. But even strong companies need more than one salesperson to perform well for them. That's when the leadership of the top salespeople and manager can have a beneficial effect for the company as a whole if they do not ignore those following in their "draft" leadership of the organization as a whole.

Given the high degree of confidence and pride often required to be a top salesperson, it is easy for many in that position to ride at their own rate and let the rest flounder with a "devil take the hindmost" attitude. That leaves other salespeople to fend for themselves against the winds of competition and change. This may allow the organization to steam ahead while conditions are generally favorable. But when things get tough you begin to see those who require a little leadership begin to drop off the pace.

For example, let's imagine a strong salesperson manages a geographic area. A national client comes along whose business would benefit the whole company. They want a test market to roll out their product and have identified a portion of the sales territory of the top salesperson to do the test. But the salesperson thinks the national client may have an impact on some of his top performing sales outlet. Behind this resistance is a recognition that market penetration isn't 100% what it should be in his geographic territory. He will receive compensation from every deal the new national client lands, but worries that his loyalty to regional partners may be compromised. The company insists the overall goals will justify any compromise, especially since the new national ciient may benefit every other salesperson in the group. The top salesperson agrees. His own sales rise. Competition in the marketplace opens new conversations with his top sales partners and his fellow salespeople all earn more business for the company. That is the echelon effect in business.

Yes, organizations need to recruit the best and keep them motivated and well-compensated. But there are few organizations that possess an entire lineup of natural winners. This is true in cycling just as it is true in business. Everyone has a role to play on a cycling team. Some riders are sprinters. Some are climbers. Some ride well into the wind. But when they all work together, everyone succeeds.

While riding into the winds of change, it is important that every organization realize the lesson of the echelon: Think about the riders behind and around you. At some point you too may benefit from their draft, and their success. A team is comprised of people who understand that an organization succeeds best when even the top performers are willing to share the "pull" of their success. Thats the principle of the echelon. Otherwise it's just a bunch of people pedaling their lonely way into the wind.