Destiny or Fate?

What is the real-life story behind accountability? Where and when does it come into play? Who holds the leverage? When is the appropriate time to take action? And when is it your fault? 

Allow me to begin by stating that there are no easy answers and that the topic, nor the probable solutions are simply black and white. They are diverse in nature, provocatively complex, ever changing, and considering the in-depth perspectives shared by those in this article who live it, extremely illusive. There's no doubt that experiences inside the corporate echo-system are vast. We all deal with scenarios that challenge us each day, quite often they involve turning the other cheek and biting our lower lip, but hey... that's life in the big city. The challenge however as we address this topic, is introspection and honesty with the hand that you've been dealt. 

As we discussed this sensitive topic, we debated the rightful percentage of ownership, onus on the company and its leadership versus one's voice in determining the course of their own future. When all was said and done, we sought a counterbalance to our point-of-view, a real life reality check, and reached out to a few select Renegades who were willing to take their valuable time to share their life experiences in the trenches, and their invaluable insight into the corporate world we share. Here is just some of what they had to say...

Anonymous - "I believe there are few true "leaders" in American business today. People in those positions got there by not rocking the boat and by being "yes" people or were good managers. So you are working with a weak base. Now take that weak base and introduce the "Renegade" personality - the person looking to do continuous improvement. The person questioning decisions but also having recommendations to do something differently. How do those personalities mix? Like oil and water. How many companies truly try to identify "leadership" traits and nurture them? We learn by observing behavior and consequences of actions. If people are punished for being Renegades, how long is it before people subvert this personality in order to advance within an organization? There are too few companies in the United States that have a culture that fosters the Renegade personality. Does leadership recognize them and the value they add or, push them out of the organization? Too many do the latter." 

Unfortunately, he's right on many points. Does this pertain to every leader in corporate America across the board? Of course not, but I can see a lot of people nodding their heads as they read his words. But where does that leave those who find themselves entangled in such a scenario, where they either give way to their natural Renegade tendencies in exchange for greener pastures within the corporate structure or, find themselves on the outside looking in? Is it simply accepted as being "just the way it is" or, does the onus fall upon you to determine your outcome? No - it's not a rhetorical question. In addition to playing the corporate game, many talk a good game and then do nothing. Perhaps it's a measure of complaining vs complacency. Things are bad, but not bad enough. Things aren't ideal, but I can live with it. This is where acceptability comes into play which is totally contrary to the Renegade mentality. Settling or being victimized by the status quo while actually embodying the capacity for change. If you are in fact aware and do nothing to alter your landscape, then you by default are accepting your circumstances, and life goes on.

Michael Smocer - "I am not a believer of Renegades being a victim in the process. For me, it’s all about empowerment. Renegades need to figure out the right place, don’t pretend to be someone you are not, build on your abilities to engage in highly complex environments, take that sixth sense you have about situations and communicate it to others. I never will take the victim mentality. I know I can go find something else if I need to or want it bad enough."

While Michael views it as a mentality, to Thomas Jensen, it's a double-edged sword, because he believes that many are not only facing countless obstacles, but they are fighting an constant up-hill battle as well. He shared the following...

"People that can make a difference and are ambitious at the same time, are truly responsible for – I would even say obligated to take accountability of their own advancement. Like one of my old managers (a Renegade himself) once told me, “Thomas, I cannot decide your destiny – only you can impact that!" - So right he was!

"In my perspective, it is important to take accountability yourself and act proactively in any instance of your career. However, there is also a great need for a change in mindset at the leadership floor!" Most managers are hiring mirrors of themselves and even when they find strong performers with an edge, they are worried that they may disrupt the organization (and peers) too much – Ironic, as disruption is what most companies need and are longing for. In fact I think this is a huge challenge on the executive floor – right there together with diversity, gender equality, sustainability, etc."

Just curious if HR and corporate leaders are paying attention? This is called clarity and insight. Pain points that are not only pervasively felt, but need to be addressed, because simply ignoring them will impact you in ways that can not easily be replaced.  

Thomas went on to say... "My experience has shown me that there are 2 vital actions to take:

1) Be true to yourself and don’t change because others want you to! (sentiments voiced by Michael Smocer as well) BUT, be respectful and diplomatic in your approach. It is important that you (even as a Renegade) respect diversity and accept that others have different perspectives. I have found that many persons can be intimidated by my style, so I am constantly working on my self-awareness in any situation (sometimes with more success than other times).

2) Accept when you are in the “wrong leadership culture” – Even in a perfect company and the perfect job fit, you will never be successful and true to yourself at the same time if your leadership is not “ready” for you. In these cases, I have realized that it is better to move on rather than stay in a place that will only halt your career and eventually make you frustrated. No matter how much accountability you take."

Let's explore this point for a moment. Jeffery Oathout shared with me that he just had his personality test completed and that his boss was actually very surprised by the results. Ends up that of the 4 quadrants, his profile sat in the middle, but more emphasized in the lower left-hand column versus the upper right-hand column which would point to outward – externally facing, higher energy. The lower left-hand quadrant happens to emphasize very strongly developed critical decision making – highly analytical skills. Upon reviewing the results, Jeff's boss made an interesting comment, something along the lines of "Jeff, this doesn't look like you!" His boss described Jeff as a high-energy, put your head down, "go get em" kinda guy. Which of course could realistically be a generic description for about 85% of the company's workforce. And therein lies a problem.

If management or leadership is incapable of identifying a Renegade who is literally standing right in front of them, how can his talents be deployed? How can his impact be maximized? How can his thought-leadership pay the ultimate dividends to a company that is in the unique position to harness them? Could it be that non-renegade management is the issue or, does it fall upon senior leadership to engage with management, challenging them to identify the elite among their team and demand that they drive them to the brink of excellence? Does it in fact reflect management's insecurity, therefore keeping the strong at bay and maintaining the status quo with a false understanding that it equals job security? Look around you, perhaps you can determine this for yourself.

Now, outside of simply leaving the organization in search of higher ground, is there possibly a way to circumvent the situation? Well according to one Renegade who wished to remain anonymous... "Indeed there are many road blocks to getting things done inside highly bureaucratic org, my approach is to change the solution channel (from one org silo to another) in most cases, get around the blocker, then ask for forgiveness after we win the deal." This of course is one approach, but what about directness and honesty? When speaking with Jay DeLuca, he explained that he uses a management style referred to as Radical Candor (Challenging Directly while also showing that you Care Personally.) Here's how he explained it to me...

"When we think about unhappiness at work, I think we all need to take a shared level of accountability for our situation and use that self-awareness to balance the message we want to deliver as we seek change. Principally speaking, I use a management style called radical candor which I not only use with direct reports but with colleagues and supervisors as well. This can be uncomfortable at times for people because I am being honest about how I feel but I have found owning my own choices and mistakes in the midst of these discussions helps demonstrate I am not a finger pointer. I have found this approach builds credibility with the audience and they're more likely to hear your message and be open to working towards a collaborative outcome beyond the status quo based on your suggestions, even if they are "management."

If of course accountability is not embraced by both sides, quite often the road will lead here: Michael Smocer - "I can have much more fun and make a bigger difference to the pleasure of myself, my peers and the benefit of shareholders by simply going somewhere else rather than cater to organizations that have been large well-renowned brands but where my contribution was less valued. I guess that is also a way of taking accountability!"

Like a Renegade, the last thing we at Redmond wish to do is intimidate, we strive to inform, inspire and be a voice for change within a community. The fact is, you can't solve a problem that you don't know exists. And while some mumble under their breath, vent at home and wish things were different, it is our hope that we can shed perhaps a little light on what is deeply felt by the unique talent and key players within your own organization, in hopes that you will own your share of accountability for a mutually beneficial collaborative outcome.

About Steve Diedrick...

Steve is the founder of Redmond, a global executive search firm whose clients include world renowned brands and start-ups that are shaping tomorrow's world. As a highly respected authority and pioneer in the field of human capital with close to three decades in the space, his progressive ideas on search-excellence reflect a profound understanding/passion for the global economy and the ever-evolving mindset of the unique talent that propels companies forward. He has personally reached out to more than 100,000 professionals and interviewed over 35,000 potential candidates throughout his career. His personal drive, perspective, discipline and focus is a culmination of his life experience living abroad and the 27 years spent mastering the Martial Art of Qi Gong. His Mantra: There is nothing like direct experience that takes you from knowledge - to knowing.

Email me at: [email protected] or Text me at: 947.222.9200 and let's discuss how Redmond can help you.

? Redmond Research, Inc. 2019