Saviors, Scoundrels, & Scapegoats

I’ve started with my favorite Deming image as a reminder that we have a choice. That is a more relevant statement and graphic now than ever as I see it. We often hear about an “increasingly VUCA environment” that businesses are facing. I tend to agree with that point of view. Companies and individuals seem to be holding their collective breath as wave after wave of layoffs, failed initiatives, natural disasters, and all manner of other headlines cross our news feeds. Whether we want change or not, seems it is bound to happen. That makes many companies uncomfortable, especially given their track record with changes they undertook.

The Savior Syndrome

How many organizations do you know of that undertook a major change or platform implementation, viewing it as “the savior of tomorrow”? I and my closest colleagues can point to many, often centered on implementation of some mega technology toolset that came with a huge price tag and an army of highly compensated consultants (very often big, brand names). Yet not that long after the victory flag was planted, the earth began to crumble, old habits became the norm again, and the highly touted wins fade in the shadow of failures.

It reminds me of the old adage about project failures taking a progressive course of “Search for the guilty; punishment of the innocent; reward and promotion for the non-participants”. Lessons that should have been learned are long forgotten and, once the wounds have healed a bit, the next “savior” is found and anointed as the one that will really effect the change needed.

Searching for Scoundrels

We are surrounded by opinions, many of them espousing a particular point of view over what is deemed the polar opposite. All of them are based in multiple levels of bias. Too many paint the opposing view as a “bunch of scoundrels who don’t know what they are doing”. The companies and individuals who cling to this way of thinking often pitch their tents in a close collective, usually seeking more bias confirmation and debate centered on “the one true way” that everybody should operate. Any other option is the path of the scoundrels. And many consultants and consulting groups make a very nice living fostering this behavior.

It's as if we’re playing an advanced game based on the old proverb of “five blind men and the elephant”. We start with a bias, seek to confirm that bias, and then only associate with those who will further that bias. The mutual ego inflation hits astronomical measures at some points. But, just like an overinflated balloon, the smallest disruption will burst the bubble (it is rather fragile) and the problems only increase (without good answers).

Sculpting Scapegoats

In either of the above cases, once the nasty stuff strikes the rotary air propulsion device, the search for “someone to blame” ensues. And we do love a good scapegoat, don’t we? Seems we learn this technique from a very young age. It worked best if we were part of a larger family (only children had a very hard time blaming things on a sibling). Many of us have a similar tendency today. Sculpting a scapegoat sometimes is one of the first things we do as a “just in case” because our confidence level isn’t always fully there for an initiative. But, in the end, it’s just a deflection away from the true nature of the problems we face and the root causes of why failure seems to appear so often.

A Different Approach

Why am I writing this (aside from kind of promising I would earlier in the week)? Because I truly believe the approach I’m involved with can make a difference. It can rise above the Savior/Scoundrel/Scapegoat behavior and find a way to respond to the VUCA that surrounds a situation with a “good VUCA” that involves Vision – Unity – Clarity – and Agreement.

That’s where Guerilla Leadership (thanks Andrew Kallman ) comes in. It’s a framework that isn’t bound by the tool-heavy approaches that so often fail or underperform. It incorporates 18 mindsets and a mix of tools and approaches designed to help you and your organization drive lasting change. It’s got a long track record of success and its far from a cookie-cutter approach. In fact, we make it unique to you and your needs.

If you are interested, let’s talk. I’ve shared some links in the comments where you can learn more about Guerilla Leadership and even book an initial consultation with me. I’d love to help you find your “good VUCA” and succeed.