The Hidden Threat in Our Companies

Within the corporate world, a disconcerting phenomenon often unfolds: Individuals who contribute little to innovation or value creation ascend to high positions. This puzzling situation arises because these individuals, commonly known as 'bad managers,' invest their energy into crafting a compelling narrative about themselves rather than creating real value for the company. This grants them a competitive edge over hard working peers who juggle between their core responsibilities and the need to sell their successes internally. The underlying question is: How does this happen?

Management often faces challenges in distinguishing between these two types of individuals. Hiring and promotion decisions are frequently made by committees with limited familiarity with the candidates. It requires exceptional people skills to discern in brief interactions whether a person has genuinely earned their successes or merely appropriated the hard work of others.

The issue lies not only in recognizing? these 'bubble-talkers' but in the systemic flaws that allow them to thrive. Skilled in gaming the system for personal gain, these individuals often rise to positions where real leadership is crucial. However, when their facade crumbles, they resort to blaming others for their inevitable failures.

Assuming a position of influence inherently invites intense pressure. If you haven't acquired the necessary skills and resilience to manage this pressure, or haven't learned to effectively utilize your pressure relief mechanisms, the situation can quickly escalate to a boiling point.

Your primary objective must be to fulfill your role to the best of your ability. The stakes are high - people's livelihoods, and indeed, their overall well-being, hinge on your performance! This isn't an exaggeration. As a leader, your employees' engagement is directly influenced by your actions. Their level of engagement, in turn, impacts their mood and permeates their personal lives. If you transform someone's job into a tormenting ordeal, you must recognize that you're not just wreaking havoc on their professional life, but also causing collateral damage to their personal life.

As one ascends the career ladder, the significance of people management skills intensifies, and the absence of these skills becomes glaringly evident. When such inept managers ascend to the pinnacle, not by genuine accomplishments borne out of navigating the inherent trials and tribulations on the path to success, but by mere self-promotion, failure becomes inevitable and the chaos begins to accumulate.?

Negative feedback should prompt adjustments in conduct or role removal.? Regrettably, this seldom occurs due to two primary factors. First, poor managers will fiercely defend their attained status. They will never concede that they could have been mistaken or admit that they manipulated their way to the top. Second, as decision-makers in organizations, we depend on feedback. However, if this feedback isn't truthful and aimed at uncovering shortcomings and errors, it loses its value.?

When people perceive that providing candid feedback is discouraged, competent individuals distance themselves, leaving a void filled by underperformers. Remaining flatterers adapt and applaud every action, losing touch with reality. The dangers of surrounding oneself with sycophants can lead to poor decision-making and a disconnection from reality, as demonstrated by historical examples like Kim Jong-un's regime in North Korea and various dictators throughout history. Kim Jong-Un's regime is notorious for its strict control over information and the severe punishment of dissent. This environment fosters a culture of sycophancy, as those around him are often too fearful to provide honest feedback or challenge his decisions.

Kim Jong-un's leadership style has led to a situation where he is often surrounded by individuals who constantly affirm his decisions, regardless of their actual merit or the potential consequences. This lack of honest feedback and critical evaluation can lead to poor decision-making and a disconnect from the realities faced by the people of North Korea.

Another source, a book review in The Guardian of "How to Be a Dictator" by Frank Dik?tter, mentions how dictators like Mussolini, Hitler, Stalin, Mao Zedong, Kim Il-sung, and Haiti's "Papa Doc" Duvalier, have all surrounded themselves with sycophants, leading to disastrous consequences for their countries.

These examples illustrate the dangers of leaders surrounding themselves with flatterers and yes-people, as it can lead to a distorted view of reality and poor decision-making. It's a cautionary tale for any leader, reminding them of the importance of fostering an environment where honest feedback is valued and encouraged.

Niccolò Machiavelli once remarked, "There is no other means of guarding oneself against flattery than by letting men understand that they will not offend you by speaking the truth."

If you cultivate and sustain an environment of trust, people will feel at ease to convey even the most uncomfortable truths to you or the skip level manager. That's when you know you're on the right path. Once you're cognizant of an uncomfortable truth, you must make a concerted effort to address it.?

So, if you find yourself surrounded by sycophants, you're in a significant trouble, and this trouble is of your own making. You must rectify this flaw at the earliest. Positive feedback is beneficial if genuine, but demanding or rewarding it exclusively can lead to detrimental outcomes. The moment feedback ceases to be about WHAT and HOW and becomes solely about WHO, it's time for you to introspect and engage in a serious conversation with yourself.

Avoid allowing autocrats to steer your organizations, as they will inevitably lead to their downfall, much like their real-life counterparts do to their nations. This primarily occurs through the disengagement of your workforce and the erosion of relationships with your stakeholders.

Leadership is not about authoritarianism; it is about inspiring and enabling others to achieve greatness. By embodying these principles, organizations can cultivate effective leadership and avoid the downfall associated with inept management or as Dwight D. Eisenhower once said, "You do not lead by hitting people over the head — that's assault, not leadership."