When parents haul their adolescent into the counselor’s office, it doesn’t take long for any trained professional to realize the core of the problem is often the adults — the kid is just acting out the chaos.
The same can be said for senior leaders and staff employees in the workplace. If you’re looking for the source of workplace issues? Focus up.
Here are workplace issues I see over and over again as an executive coach for corporations and not-for-profits.
Blind Ambition: No one makes it to senior levels without a healthy level of desire to succeed. There is nothing wrong with wanting to get to the top. It demands talent, determination, and a good dose of effort. The problem arises when all actions and decisions are driven by the ambition of one or a few for their sole good. Whether it is to seize power, make more money, gain fame, or a dozen other reasons, people who are driven to reach for the top with blind ambition, who disregard others and the impact their actions will have internally and externally, can be toxic and contagious to everyone.
Technical Leaders Lacking People Skills: Now more than ever the ability to grasp complex subjects is essential to acquire a leadership position. It is my experience that stellar technical people who are promoted to leadership roles without the necessary soft skills and training often cause more workplace issues than they solve. It’s not necessarily their fault. Where were they taught management skills? Was their ability to lead people part of the criteria for advancement? Does the organization’s culture allow for sole contributors to be recognized and honored without having to take on the people management role? Sadly, not often enough.
Hidden Agendas: While total transparency can be foolhardy, playing the politics of the organization behind everyone’s back, or worse, in a two-faced way, threatens all with considerable harm. I am referring to agendas I would call “It’s all about me and never about you,” “You have to lose for me to win,” “Let’s butt heads rather than go head-to-head,” or “Rumor mongering for advantage” to name a few. People of character let their intentions be known and don’t need others to fail in order to succeed. They collaborate rather than compete knowing there is a place and room for all.
These traits exist up and down the organization. But they are particularly destructive when they are exhibited by top leaders. Think people, at all levels, don’t know what is going on? Think again. While they may not know the details or the genesis, they feel and see the impact. Worry and distrust brews, and time and energy are wasted trying to decipher the rules of the game, keeping score, and playing on motives and actions.
If you are a member of senior management, you need to evaluate whether these behaviors exist and are on your team. Start with yourself. Question “Is this who I want to be?” “Is this what I want my kids to grow up to become?” Also, “Am I tolerating such behavior in my inner circle?” “Am I willing to take responsibility for the outcome and the harm?”
If you are the witness to such behaviors, you need to acknowledge what it is and the impact it is having on you. Accept the fact you are not responsible for it but may have the moral obligation to say something. This can be dangerous and harmful to you and your career, so you must tread lightly and smart. More often you can name it for what it is and stay clear of it as much as possible. I’d hesitate to join a team that was headed by such a person(s). I surely wouldn’t trust them with any information or insights. Don’t assume others are aware or not aware. Some people feel comfortable with sharing their concerns with HR professionals or senior leaders they have knowledge of, respect for, and rapport with. But factor in the possible outcomes. Finally, if it becomes serious or debilitating enough, you might need to consider a move.
It’s rare that dysfunction starts at the lower levels of an organization. As in families, it’s the parents/leaders that set the tone and demonstrate the proper behavior.
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