GO3: Drinking Your Own Kool-Aid
by Miki Saxon
Originally this post was written for and about founders, but it is applicable to bosses everywhere, no matter the size or age of their company.
However, if one chooses to revisit a post from the past one must admit one’s errors — especially the glaringly obvious ones.
I wrote that “tolerance for bullying may be waning,” which, based on what has happened in the intervening five years was clearly off the mark.
What does seem to have happened is the “if you can’t beat ‘em, join ‘em” mindset has gained more followers, which is a sad commentary.
What hasn’t changed is that, sooner or later, believing your own hype will cost your company talent — or worse.
Bosses are known for the passion and drive that turns their vision into reality. While many are known for their technical brilliance or marketing expertise, fewer are known for their management skill.
Many harbor a secret dream of being hailed as the next Steve Jobs, Larry Ellison, Anna Wintour, Barry Diller or Martha Stewart.
If those names impress you then consider that they all are in Forbes Bully Bosses Hall of Fame (personally, I’d have included Jack Welch).
“At some point, those we consider ‘visionaries’ become puffed-up creations of their own imagination. When business executives stop looking beyond quarterly reports and stockholder dividends, they start ignoring internal stakeholders. We’re seeing that unravel now.” —Gary Namie, management consultant
American tolerance for bullying leaders may be waning.
There has been a real sea change in what’s conceptualized as good leadership. Americans have become disenchanted with power. Almost daily, they watch as leaders–in government, in business–fail to exercise appropriate restraint.” –Roderick Kramer, Stanford Business School professor.
In four decades I never spoke with anyone who liked being bullied and have watched tolerance for it seep away.
These days people vote with their feet; the question is not ‘should I leave’, but ‘how soon can I leave’.
The focus is how quickly someone can find a position that combines personal satisfaction with the ability to take care of their responsibilities.
Good management/leadership isn’t just about killer visions.
It’s about enabling growth by building up and never tearing down either the people or the enterprise for which you are responsible.
In short, take care of your people; without them there is no company.
Image credit: kowarski
