Between Praise and Performance: Should I Stay and Fight Misaligned Leadership or Move On?

You're reading The Logician newsletter, offering insights into business's trickiest situations and dilemmas. Drawing from a rich blend of business acumen and philosophical wisdom, Damian Mingle, a successful business professional with a robust background in philosophy, provides unique perspectives and advice.

I find myself in a more than challenging position within our executive leadership team and need immediate advice. As a committed member of this team, I've observed a concerning pattern where our COO proposes ideas that generally don't align with the broader team's insights or our company's direction. Despite this, the COO manages to gain unwavering support from our CEO through what appears to be “tactical praise”.

This dynamic has led us down unproductive paths, and, regrettably, our team has missed out on our quarterly bonuses twice as a result of pursuing these less-than-fruitful initiatives championed by the COO. The situation is exacerbating tensions within the team, with some colleagues expressing their frustration openly and considering other employment opportunities, while others contemplate escalating our concerns to the board.

Our executive team are all sick of hearing statements like this:

“This project is exactly he kind of game-changing move that reflects your leadership, (name of CEO). It’s bold, transformative, and speaks to your ability to see beyond the horizon, much like your successful launch of (previous successful project) last year. “

Having dedicated 17 years to this company, I'm at my wit's end and feel an urgent need to address this issue before it causes further detriment to our company's morale and financial health, as well as my career downfall. What steps can I take to constructively influence this situation and foster a more collaborative and effective decision-making environment within our executive team? Or should I take an offer from somewhere else? – Name Withheld

From the Logician:

Your situation, while challenging, is not insurmountable. The dynamics within your leadership team are pivotal to the company's success and, understandably, the current tension is causing significant concern. I advocate for an approach that combines logical analysis with emotional intelligence to navigate this complex environment.

Firstly, recognize the power of objective data. Gather evidence on the outcomes of the COO's past initiatives—how they have directly impacted the company's performance and team morale. This evidence should be factual, devoid of emotion or bias, to underscore the need for change.

Second, foster open communication. It's crucial to create a platform where concerns can be voiced constructively. Encourage your team to share their insights and reservations about ongoing strategies in a manner that is respectful and professional. This might require setting up a structured feedback mechanism where anonymity is preserved to ensure candidness.

Constructive dialogue is key. Consider arranging a facilitated session where team dynamics and decision-making processes can be discussed openly. This should be done with the help of a neutral third party, such as an organizational psychologist, to ensure the conversation remains productive and focused on solutions.

Influence through indirect means. If direct confrontation is not yielding results, leverage indirect influence. This can include rallying support from other executives, presenting case studies from other companies, or bringing in external experts to provide a fresh perspective on the COO's proposals.

Leadership is about influence, and you have the opportunity to lead from where you are, regardless of your title. Demonstrate through your actions the value of data-driven decisions and the importance of aligning initiatives with the company's broader goals. Your commitment to the company's well-being can serve as a beacon for others.

Remember, your well-being is paramount. Navigating such stress can take a toll on your mental health. Ensure you have support, be it through a mentor, peer network, or professional counseling.

Lastly, consider your career holistically. If the situation remains untenable despite your best efforts, it may be prudent to explore opportunities where your skills and leadership style are better aligned with the organization's culture.

In essence, use logic to guide your actions, but don't neglect the emotional undercurrents that drive people's behavior. By combining these approaches, you have a better chance of influencing change or making the right decision about your future.

Stay strong and clear-headed. Your dedication and willingness to seek a resolution already mark you as a leader.

Other Ways This Might Be Showing Up at Your Company:

• "You've got a real knack for leading us in exciting directions."
• "I've got to say, your insight into the market is spot on."
• "You always have such a fresh take on things – it's really inspiring."
• "We're so lucky to have your brain steering the ship here."
• "You seem to have a sixth sense for what the market needs."
• "Your ideas are always so bold – it's no wonder we stand out."
• "How do you always know where the market's heading? It's impressive!"
• "Your talent for spotting opportunities is something else."
• "I love how you're always thinking a few steps ahead."
• "This initiative is going to shine because of your strategic touch."
• "Your insights are like a breath of fresh air around here."
• "This is exactly the kind of excellence we've come to expect from you."
• "Looking forward to seeing this succeed, especially with your strategy."
• "Can't wait to see what you come up with next – it's always something great."
• "You have a real gift for making smart moves at the right time."

Turning Ideas Into Action

The main goal for the executive team when encountering an appeal to flattery between the COO and CEO is to ensure that decision-making remains objective, transparent, and aligned with the company's best interests.

Here are some key strategies and questions the executive team might employ:

Key Strategies:

1. Analyze the Situation Objectively. Detach personal feelings and assess the COO's decisions and the CEO's responses impartially, focusing on facts and patterns.
2. Identify Logical Fallacies. Detect any fallacies in the arguments or justifications, particularly if the CEO's support is based more on flattery than on solid reasoning or the merit of ideas.
3. Evaluate the Impact. Use data and evidence to review the outcomes of past decisions influenced by the COO-CEO dynamic, especially those that have led to missed bonuses and assess their real benefit or detriment to the company.
4. Develop a Constructive Approach. Propose a structured, logical framework for idea evaluation, prioritizing empirical data and outcome projections over subjective opinions or flattery.
5. Communicate Effectively. Structure a clear, unbiased argument supported by evidence to present this analysis to the CEO or board, highlighting the adverse effects of the current decision-making process.
6. Encourage Open Dialogue. Create an environment that values and considers diverse perspectives, allowing for structured, evidence-based input from various executives.
7. Recommend Ongoing Assessment. Establish regular review processes for decisions and their impacts to foster accountability and adaptability in leadership approaches.
8. Focus on Common Goals. Align team efforts toward the company's overarching objectives, ensuring decisions serve these goals rather than individual agendas or relationships.
9. Seek External Input. If change remains elusive internally, recommend bringing in external consultants or advisors for an unbiased review of leadership dynamics and decision-making processes.

Key Questions:

1. Objective Assessment. What specific outcomes from the COO's initiatives have negatively impacted our team and company's performance?
2. Pattern Analysis. Can I identify a consistent pattern where the CEO supports the COO's proposals primarily due to the praise rather than the merit of the ideas?
3. Team Sentiment. How widespread is the frustration within the team regarding the COO's influence, and what specific concerns do team members have?
4. Alternative Ideas. Have there been potentially beneficial ideas or strategies from the team that were overlooked in favor of the COO's proposals?
5. Communication Dynamics. How does the communication style of the COO and the CEO during meetings influence the decision-making process?
6. Decision-Making Process. Is there a structured, objective framework for evaluating and implementing new ideas within our executive team?
7. Feedback Mechanisms. What avenues are currently available for team members to provide honest feedback or alternative perspectives on proposed initiatives?
8. Long-Term Consequences. What are the potential long-term implications for the company if the current decision-making pattern continues?
9. Personal Fulfillment. How is this situation affecting my personal job satisfaction and career aspirations within the company?
10. Strategic Intervention. What specific actions can I take, or propose, to initiate a more evidence-based and collaborative decision-making process?
11. Board Escalation. Under what circumstances should I consider escalating these concerns to the board, and how can I prepare a compelling case?
12. Career Options. Should I begin considering alternative career opportunities, and what criteria will guide my decision to stay or leave?

Context is King

In a business context, the appeal to flattery can have nuanced implications, heavily influenced by the surrounding context. When leaders or colleagues use flattery strategically, it may aim to persuade or influence decision-making, subtly swaying opinions and actions in their favor. However, the effectiveness and perception of such flattery depend significantly on the organizational culture, the individuals involved, and the situational context. In environments where open and honest communication is valued, flattery might be seen as manipulative or insincere, potentially undermining trust and integrity. Conversely, in cultures where positive reinforcement and praise are norms, strategic flattery might blend in more seamlessly, though its impact on objective decision-making remains critical to assess. Understanding the context is key to discerning whether flattery is a harmless compliment or a tactical maneuver.

Damian Mingle stands out for blending logical analysis with business strategy, making complex reasoning accessible in the corporate world. As the brain behind "The Logician," his expertise spans philosophy and AI, offering unique insights into logical fallacies and strategic solutions. At the helm of LogicPlum and a key player at Switchpoint Ventures, he applies logic to tackle business challenges. Beyond his leadership, Damian's mentorship and academic contributions highlight his dedication to advancing critical thinking in business. His acclaimed work in AI and business strategy continues to earn global recognition, underscoring his commitment to a more reasoned, analytical approach to decision-making.