Five "Not on My Watch" Vows Leaders Must Take to Lead in Chaotic Times

When Google began operating under Alphabet in 2015, the long reign of their unofficial motto “Don't be evil ” was formally pushed into a closet. The reason why this happened has and may always be widely debated, but ultimately the question of what it means to be and the how behind being evil could no longer be defined or determined. Author Stephen King said, “It's better to be good than evil, but one achieves goodness at a terrific cost.”?

Even though evil is often free of charge, goodness has a price that leaders have to actively pay.

NOT being evil requires us to deny ourselves, our egos, our raging emotions, our bad moods, and call our uncomfortable biases and intentions into question daily. Not enough leaders know that this is part of the calling, and this has created a leadership gap that is only growing.?

Leading during uncertain times requires that we embrace fearless leadership and draw a line in the sand to let our teams know that we will fight for them. If we don’t, we run the risk of losing our teams, our souls, our organizational well-being, and our workplaces will quickly become a petri dish for bad behavior. As leaders, we must operate humanely, deliver hope, commit to not inflicting psychological harm (and know what it looks like), and commit to fighting for those we lead by promising them “not on my watch.”??

The Leadership Gap

The leadership gap today is a two-fold issue: Great leaders are hard to find, and the process of intentionally passing leadership skills down in a way where individuals can learn and grow takes a massive amount of effort and energy. It takes a village to raise quality leaders, but the process of finding the right people and developing their skills is a challenge in itself.?

Today’s managerial roles are ten times more challenging than before. Additionally, there has been a shift in what some experts call workplace "psychological contracts" because of the massive acceleration of work. Accenture cited that businesses are facing an unprecedented rate of change THIS year. Their Pulse Index indicator analysis found that the rate of change has risen sharply since 2019—183% over the past four years and 33% in the past year alone. This is producing new psychological contracts in the workplace.?

There’s also a noticeable separation between leaders and managers, with 44% of managers experiencing burnout and 71% of employees reporting the same experience. Not everyone in a managerial role is equipped to run their teams successfully, and this disconnect was measured to cost an $8.1 trillion worth of productivity loss to the global economy.?

Intentionally cultivating leadership on all levels is an absolute must if we want to curb the growing gap. And as the use of AI and automation grows, we must still ensure that we create space for entry-level positions in order to grow and cultivate tomorrow’s leaders.?

The Contemporary Workplace Needs a Different Kind of Leader

Cultivating a genuine connection with employees by being a “people person” who offers personalized support is no small feat. Navigating the complexities of projects, personalities and workstreams can be incredibly time-consuming, making it challenging to prioritize nurturing team dynamics. Moreover, fostering a culture of inclusivity, belonging, and connectedness on a daily basis can sometimes feel like an overwhelming task. Yet, despite these challenges, leaders occupy a pivotal role at the heart of the organizational ecosystem; our actions reverberate throughout our teams, influencing their performance and shaping their overall outcomes.

Unfortunately, too many leaders have failed to take a definitive stand in this landscape. Rather than embracing their roles as visionary guides for their organizations, they often find themselves preoccupied with personal advancement and preserving the status quo. This pattern is exacerbated by corporate structures that are frequently riddled with systemic inequities, such as inadequate compensation and limited growth opportunities. These barriers prevent individuals from reaching their full potential, ultimately stifling innovation and progression within the organization.

To truly lead effectively, we must shift our focus from mere survival within the corporate hierarchy to creating an environment where everyone can thrive. Only then can we begin to dismantle the obstacles that hinder professional growth and foster a culture where every individual feels empowered to contribute their best work.

Here Are the Five Vows Every Leader Should Take

1. I’ll never be afraid to ask for help.

Assuming a leadership role often comes with the unspoken expectation that we should have all the answers, leaving many of us feeling as though asking for help is off-limits. The belief that we must always be “in charge” can create a barrier to seeking guidance or support from others. However, if we aspire to become the exceptional leaders we envision, it’s essential to embrace the necessity of continuous growth and learning—both for ourselves and our teams. By allowing ourselves the grace to seek assistance and acknowledging that we, too, are works in progress, we set a powerful example for those we lead. This openness fosters a culture of adaptability and resilience, encouraging our team members to embrace new challenges and seek their own paths of development.

2. I will embrace fearless leadership and make the hard calls.

In Jim Collins’ book, “Good to Great,” Collins talks about embracing the hedgehog mentality . Great leaders can simplify one complex idea into a single, digestible idea that is easier to understand, which requires discipline. This mentality is fueled by three key questions that push leaders to enact change in their organizations, but it only comes by way of making the tough decisions that force the organization to stay on course.

3. I will surround myself with people who look, think, and act differently than I do.

Fostering a culture of diversity and inclusion requires a mindful and proactive approach that goes beyond mere tokenism. It necessitates a keen awareness of who is present and, more importantly, who is absent from crucial conversations and decision-making processes. True inclusivity involves recognizing the value of diverse ideas, perspectives, and experiences. By encouraging a broad range of voices, organizations can cultivate a rich tapestry of ideas and approaches to complex challenges.

4. I will be kind to myself.?

We as leaders, must maintain love for ourselves and believe in our abilities to accomplish whatever we set our minds to. We are growing and learning just like our employees, so we will make mistakes and have to recalibrate and self-regulate along the way. No matter the stakes or audiences we may be up against, overcoming the fear of failure is critical for us to move forward and be the guiding light for employees, the organization, and ourselves.?

5. I will know myself.

As leaders, knowing ourselves empowers us to manage our emotions, confront our biases, and engage in crucial conversations with honesty and care. It equips us to make thoughtful decisions that prioritize the well-being of our employees and the health of our organizations. When we acknowledge our imperfections and actively seek improvement, we model vulnerability and resilience for our teams, demonstrating that growth is a shared endeavor rather than a solitary pursuit.