The other day I got the kind of feedback that kicks you in the gut and makes your brain hurt for days. I’m sure you know the kind, it stings with truth, but you’ve got a gazillion counter points you would never say out loud, for fear of appearing to not be listening. It’s from an amazing leader who worked on my team for several years, and is a regular reader of LGL.
This is a long one, so for those of you who prefer a musical soundtrack with your pondering, click here.
One area of frustration for me in business is much like my frustration in the collection and recording of history down through time, and that is the winners make the history, it’s from their perspective and rarely is it all-inclusive of the realities of the time. Many leaders go through their career (certainly once they get to a higher level) believing that their station or title in their company validates that their perspective is somehow best, or more insightful. These leaders don’t leverage the best from their people or their organizations, and the idea that they understand how their employees feel is somewhat silly. To me your book represents a leader saying why and how I should relate to them, excuse them, allow for and understand their human nature.
That’s where the disconnect was for me, at what point do leaders really need to understand, and act on how their behaviors, their decisions affect the masses below them? In short I want leaders to improve, have better sight, understand and truly grow about those in their care. I want leaders to see more than market share, and stack ranks. I want leaders to see and appreciate intention, effort and of course results. But more over I want leaders to be real with me, and I want them to strive as hard to understand me as I strive to understand them. In doing this leaders improve the lives and careers of their employees.
Karin I think you are a great leader and I will admit I expect a lot from you, to that end the brilliance I’ve seen in your past writing and have referenced and yes even bragged about to others simply was not here for me. Frankly this seemed safe, when what all leaders really need (throughout their careers) is to be grabbed by the shoulders and shaken from time to time and forced to remember from whence they came, to understand the politics of our world are their making, and thusly they have the power to unmake it. Knowing that leaders in business buy and read this type of book, I feel you have the knowledge and credibility to improve them in their view down their chain of command as opposed to another attempt to give line employees better understanding of how and why their bosses do what they do so they can advance.
The gist of the issue: Hey, whose side are you on here? The imperfect bosses or the people?
The short answer is: Yes.
You see, I’ve been running around talking to every podcast, radio station, or media outlet sharing my opinion that your boss is just an imperfect human being doing the best she can, just like you. I’ve been firing people up and empowering them with practical tools and advice for advancing their career, even if their boss is a jerk. I believe strongly that helping people defend themselves against an imperfect system and regaining their power is vital.
And I’ve also seen the other side. I do agree there are leaders who need to be “grabbed by the shoulders and shaken from time to time.” I can’t stand the arrogance and abused power. I hate it when leaders forget about the human beings they’ve been entrusted to support. I worry about a system that over-grooms their leaders and the cycle of intimidation continues. I cringe when leaders are too busy to understand their impact.
The question on the table: Am I cutting the leaders too much slack?
The longer answer is: Yes and no.
We’re All Stuck In The Middle of Something
Sure the system is imperfect. People are imperfect. There are good guys and bad guys at every level. I’ve learned a heck of a lot about getting unstuck on both sides of the equation. I must help, and will do everything in my power to help you, them, and the guys in the middle.
We must work together to create the conversation that will build better organizations through meaningful visions, great cultures, and brilliant execution. Such results come from imperfect, inspired people who care for the big picture – at every level.
I’m not ready to pick a side. The best good I can do is right here, stuck in the middle – with you.