Trust and Respect

Trust and Respect

 

Your people know whether you have them or not.

At mealtime in the U.S. Marine Corp., the lowest-ranking soldiers eat first and the highest-ranking officer eats last, according to Leaders Eat Last, Simon Sinek’s popular book, which inspired this column. The Marine’s organizational culture shows how the leadership cares for its members. 

At some places, people feel that they do not have freedom but are micromanaged to such an extent that everything needs management approval. In these instances, the only way for such leaders to succeed is to do everything themselves, because there is nothing much their people are permitted do on their own. 

People will devote not only their heads or abilities, but also their hearts or passion when there are not such control measures in place. These types of measures are usually based on the management’s distrust of and lack of respect for its own people.

When people feel threatened or worried, they will not take initiative, nor will they use their creativity. When their main concern is to avoid the management’s wrath or criticism, rather than seek its praises or compliments, the organization’s ability to handle risks from outside diminishes. The people will also become selfish and apathetic toward their co-workers and the organization.

In such an environment, the people’s priority usually becomes currying favor with the boss. Those leaders like it that way and end up surrounding themselves with the flatterers, sadly and unfortunately. Who is going to do the work when everyone is busy fawning over the boss? Well, it is his funeral.