Sabotage now occurs in the normal course of business, where members of management surround themselves with colleagues, and a never ending series of activities takes place, where they train by following a process that must be followed. For example in organisations that are superficial, where individual perception is the norm and not core, the kind of management that we see on the front line.
Where the leader is in touch with the employees and truly wants the employee engaged, their thoughts, words, and intentions will range from selfishness to engagement, from meaningless BS to genuine communication.
The leader then begins to work from the middle ground that is most often filled by playing small, safe, ignorant orice, and gradually it is acceptable to take on a significant amount of risk.
The response the leader perceives in the management is that it is all about vision-how they became so successful. The leader is clearly stimulated by success and therefore becomes egocentric, does not have your best interest at heart.
The leader with great talents, drive and a tremendous vision to drive the organisation, is now playing safe-the expense of all the other stakeholders is the price they pay and it must be paid as they have invested so much effort into the vision.
The leader finds that they don’t have any genuine input into the process. What is derived is that they know very little about what is actually happening. Leaders are not at the centre of the business so their credibility is questioned.
The leader becomes complacent, skeptical of who to take on board as not good enough to support the business success and becomes unaware of the impact their leadership is having.
Throughout the chain of command there begin to be misunderstandings encountered. People are told, “They don’t get it”, or “it’s not what we expect”, but not challenged because they “just know” what to do.
At different levels than senior leaders, and those in the front line – the managers and supervisors.
Management is they, and department heads and you don’t mention what you did last week to improve customer care!• Our clients not talking about their sales levels and we tell them – it’s F migrants!• When problem is discussed there is usually no definitive action to be taken
Dibaca juga : How to Hold Back a Winning Hand
How do we explain to the new CEO that as a leader of the business, this is happening and is happening throughout the head line and well beyond that. This is where the “Beliefs, Actions and Credibility” (the other way of explaining leadership) suffer.
FACT: (This is one of the 10 business drivers that will consume more investment in the coming years). People have strong external motivations to do business with you. However if you don’t present in a way that makes your employees believe, “I can be trusted to do what is the right thing” your employees will not comprehend they can make a difference, but will not do it.
The anonymous quote I like is from Donald Trump “I started thinking that I could do a lot of things and the business would come to me. I didn’t get any left over.”
If you don’t believe that others are taking action to make a difference and you are being a role model, then it is not me they want to do business with you, rather it is you who is an increasingly transparent leader.
It starts by performing it well – see it?