The Power to Choose Every Day

In my last post - "What kind of Leaders are we REALLY looking for?" - I posed a few burning questions somewhat in service of getting answers for myself but also to spark some conversation amongst my readers.  To sum up, my questions really boiled down to why we continue to be plagued by less than stellar leaders when we really do see some exemplars out there and collectively yearn for an organizational culture that we could all grow and thrive in.

I got a few interesting comments back, some salient pieces of advice on how to continue my search for answers, and some thoughts that sparked even further internal debate.  At the same time that this dialogue was going on I was also working with a number of my coaching clients who are in the midst of leaving their current organizations behind.  Each has given up hope that their organizations can live up to their publicly stated values and their public organizational persona.  They feel stifled, unrecognized, frustrated and quite frankly abused.  Even if they haven't left just yet it's clear that their particular organizations have already lost their full attention and commitment.  These energetic, dynamic, innovative, creative and inspiring leaders have been lost.

That's a sad commentary on organizational culture all on its own.  What makes these stories even more astounding is that the organizations in question are either blissfully unaware of what they stand to lose or, in fact, have consciously driven out the kind of leadership they so desperately need to succeed.  In some cases they have already been presented with clear warning signs - including previous resignations, higher rates of absenteeism, greater degree of conflict, and more customer complaints.  But rather than dig deep into cause or otherwise heed the warning signs the organization has chosen to ignore reality.  They have chosen to stick with mediocre leaders and maintain a draining culture.

Another comment that came back to me was from somebody who was obviously - and sincerely - struck by the willingness and readiness of some leaders to make some pretty hard decisions in service of their staff.  More particularly, what impressed this individual was the willingness and ability of a President/CEO to voluntarily take unpaid time off, setting an example for an entire company, so that layoffs could be avoided.  My reader lamented about something similar not being in their power to effect in their own organization - that the ability to "share the pain" on a proportionate basis was impaired by structures and systems (e.g., human resources policy, finance department regulation, political directives) that actively prevented more altruistic approaches to business challenges.

The irony of the conversation was that these comments were not made by a front-line manager, or a Director or an Executive Director.  The comments and lamentation came from a C-Suite executive.  A person with senior level experience and with broad accountability and authority.  Somebody in a position of power.  I interpreted their comments to mean that they felt and believe themselves powerless in their organization to do something they felt was right and better for staff - because the "systems of the organization" wouldn't allow it.

Now I'm not going to sit here all high and mighty, feigning near sainthood for myself.  After this conversation I could immediately reflect upon more than a few instances where I shied away from some battles over "doing the right thing" gave way to either expediency or a higher power, where I allowed myself to be steamrolled or intimidated.  However, it doesn't change the reality that other leaders have chosen to use their power to the benefit of a higher good or purpose.  Those leaders could also have rationalized another less optimal choice on the basis of contrary directives or recommendations from their shareholders, board of directors, or other factors.  But they didn't.  They exercised their power of choice.  They exercised their leadership power in congruence with their personal values and perhaps of the values of their organization.

As leaders - at every level of our organizations - I believe we consistently overestimate the power of "systems" and other leaders while consistently underestimating our own ability to make decisions and make a difference.  Still don't believe me?  How often do we see examples of leaders in the news who have clearly taken advantage of systems and their power to advance their own personal well-being?   How often do we see bonuses for senior leaders in the same year that staff layoffs impact hundreds if not thousands of others in the same company?

It is clear that leaders have the power to do what they want in many circumstances.  They have the power to make the hard decisions or take the easy way out.  They can choose to lead for the benefit of themselves or for the benefit of the entire organization.

Leaders have the power to choose every single day.  So do you.  

 Every man builds his world in his own image.  He has the power to choose, but no power to escape the necessity of choice.

Ayn Rand  

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Greg Hadubiak, MHSA, FACHE, CEC, PCC
TEC Canada Chair/Executive Coach/Senior Consultant
hadubiak@wmc.ca

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.