The prescriptions of the modern leadership movement are shot through with suggestions that, because the leader they describe is possessed of such extraordinary and vital qualities, it is equally vital that those qualities be given extraordinary freedom of action. That is, such rare personages, at the very vanguard of evolution, must not be constrained by the proletarian standards of accountability designed for lesser beings.
Indeed, some gurus in the movement go so far as to argue that the very organization should be structured in such a way as to give the most complete, unimpeded expression to the “musings” of the great leader at the top. This is only the logical conclusion of a school of thought that regards the rest of us as so bereft of the leader’s exceptional gifts that the best that can be hoped for is that we can be organized in such as way as to aid the expression – or, at least, minimize our obstruction – of those superlative gifts.
Really. That’s what they believe, and that’s the language and phrasing many of them use to teach it. Yes, sometimes they’ll reach a hand down, forgiving us our shortcomings and offering us hope if we are only faithful in our adherence to the liturgy. But their religion is false and our faith proof only of our desire to join these putative leaders in escaping responsibility for our own beliefs and actions. The prophecies of such preachers are empty, though their coffers are full.
Consider what happens when some among us Lilliputians lose patience. Spurred to action by our dashed hopes and spurned trust, we attempt to bind these blundering giants with rules and regulations tying them to a landscape that makes sense to us.
But then the cry goes up: we, ourselves incapable of their greatness, attempt to deny it to them as well. Moreover, we are unable to see that we owe what little we have to the trickle-down indifference of their gargantuan accomplishments. The collateral damage caused by their innocent errors, or that result from the intellectual caste system that sometimes produces monsters, are merely the measure of the great blessings they generally rain down on us.
Inevitably, we let the great beast go, or it finds its own obstinate way free of the bonds which remain, now, only to encumber us. And that, the proponents of the modern leadership movement generally agree, is only as it should be.
But, of course, most of us know full well that if we are to have blind faith in anything, it is decidedly not in our fellows. Faith in them arises from results. Results are measured. Measurements are based on standards. And standards apply to all of us.
That is only as it should be.
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Here are all the posts in this series:
- The argument for individual leadership
- Humility? Check. Sincerity? Check . . .
- Passionate? Check. Inspirational? Check . . .
- All hat, no cattle
- We’re here to help you
- The lengthened shadow of the leader
- Sticks and stones
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For those of you who may want to consider further the question of CEO accountability versus freedom of action, please consider viewing an earlier four-part series on these pages beginning with this article: Taking control of the CEO.
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Today’s tip: Speaking of measuring for results, see this piece from FT.com, discussing a survey in which top executives admit they’re overpaid. Why? Because, they say, boards aren’t finding good ways to hold them accountable. Additionally, the Curious Cat offered a piece last week that presents an intelligent look at the top-down/bottom-up debate over how to effect organizational change. You may also want to view this intriguing piece from B-net about difficult bosses and productivity.
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Technorati Tags: leadership, leader, guru, organization, great leader, trust, CEO, accountability, freedom of action
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Lord Acton was right. Part of the reason is that it’s highly dangerous to speak uncomfortable truth to the bosses above you.
Chris Hill, currently chief US negotiator with North Korea, was interviewed on Charlie Rose and one of his comments has relevance here. Hill was remembering dealing with Slobodan Milosevic. Hill said they would make progress with him, and then negotiations would recess for a couple of weeks and Milosevic would go home.
There all he heard was how wonderful, great and wise he was. The result was that he was more difficult when he returned to the negotiating table.
From the top perspective, it’s hard to believe in your own human fallibility when everyone is telling you that you’re great and every report is filtered to give you the best news possible. That’s why great CEOs seem to find ways to assess reality that don’t involve their subordinates.
That’s right – and it’s also, perversely, who so many subordinates discourage their bosses bypassing them to go to the source – whether their own juniors or the raw data – on the argument that the CEO’s doing so would undermine their authority or diminish their ability to perform – even the rationale for – their role. So, many managers at the echelon below the boss perpetuate his or her isolated arrogance because it serves their own interests.
And, as you say, the best CEOs find ways to evade that.
When I was a lietenant in the Marines, I served as a training officer for a while. One day I got a call from Regiment – they had gotten a call from Brigade HQ: the general seemed to have snuck out of his office w/o the usual bow-wave of warning phone calls – he was prowling around unsupervised: get the word out to the units!
I always admired that general’s initiative.
Thanks again for your visit, your kind comments, and your insigtful observations.