The `little fairy strategy', which relies on organ-izationally embedded `H-mannikins', helps leaders to dramatically improve their impact, enabling them to focus on those areas where they can add most value. This approach entails creating a well-balanced portfolio of `headship surrogates' and `management surrogates', which frees up precious leadership bandwidth. Those include embedded intangibles, the halo of a leader who acts as a powerful role model, professional individuals, formal organizational devices, technology and smart outsourcing. The `little fairy strategy' matters particularly in emerging markets, where executive talent oftentimes is scarce.

According to a popular German tale, the citizens of Cologne, once upon a time, profited tremendously from the hard work of mannikins, called Heinzelmännchen, who labored for them secretly during the night. Among other things, the diligent little men cleaned their houses, baked bread and made garments. It even became possible for a shopkeeper to prosper without staff, since the mannikins did all the work for him while he relaxed. However, after the curious wife of a tailor laid out a trap to spot them, the members of this mythical species decided to leave, putting an abrupt end to the good times.

Even though busy leaders in far-flung places cannot avail themselves of the magic services of the legendary German creatures, they nevertheless will probably enjoy a bonanza if they adopt what I call the `little fairy strategy'. This approach relies on proxies, termed `H-mannikins', to get work done. These organizationally embedded helpers, who are not always visible, relieve movers and shakers in different types of organizations of many toils. More specifically, would-be rainmakers will greatly benefit from developing a diversified portfolio of various mutually reinforcing, high-leverage `headship surrogates' and `management surrogates'. Those can be created at multiple levels for different durations on a spectrum ranging from soft to hard tools, either inside or outside the organization.

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