Respected and Safe?

Last couple of posts I talked about personal vs. position power and the importance of the leader’s implicit assumptions when it comes to developing an organizational culture.

Let me give you an example. If the leader came from a rigid home environment, he may believe micromanaging is essential. Do you feel respected being micromanaged? If the leader came with a belief from another company that high anxiety leads to high productivity, she may think creating an anxious environment will increase productivity. Have you ever felt safe or creative being anxious? In a healthy culture – people feel safe, understood, nurtured, respected, creative, innovative, clear, happy, ready to listen, contribute, and work. In a healthy culture – it’s easy to have trusting, respectful, reliable, supportive, empathic relationships. In a healthy culture – individuals, clients, and the organization prosper.

It’s not that these leaders – micromanager or anxiety producer for example - are doing this to be sadistic (if they are, then that’s a whole other ballgame). They do it that way because that’s what they know. They haven’t learned another way and they won’t unless that belief, that value, that behavior is challenged. Why? Because they’re human. You’re human. Humans have blind spots. All humans. If the leader sees another way or recognizes a pattern (e.g. staff leaving to work in other firms) and is open to exploring why, kudos to that leader. Acknowledging something needs to change is the first step. Insight into what and why is the next step. The how to make a change happen is critical and needs careful planning – preferably with others involved - not just in the leader’s head. A good leader knows his strengths. A great leader knows his strengths and weaknesses.