Power...and the Aura of Power - Redux

About a year ago I provide some commentary on revelations on the alleged transgressions of Premier Alison Redford.  At that time the phrase of the moment was "Aura of Power" and I suggested that such transgressions are rarely if ever undertaken or achieved alone.  Last week I was provided with a reminder of the capriciousness of power and perhaps more to the point that power corrupts and absolute power corrupts absolutely.  The event in question was learning of the summary dismissal of a long-standing executive in a firm that I have come to know over the past couple of decades.  I had no particular emotional response to the news, because - as I've become accustomed to saying in the leadership game - I'm never surprised anymore, just disappointed. 

In reality, I wasn't surprised by the termination.  Rather it served to reinforce what I believe I have seen in relation to an ongoing diminishment of the values that I thought animated this particular organization.  Perhaps even more disappointing is my perspective that an organization that I believe once held so much potential to really help change things for the better in its sector seemingly has been sacrificed to other goals and agendas. 

My perspective might rightly be accused of being too driven by naivety and idealism.  Power and organizational politics are certainly a dirty game and perhaps I operate under too many illusions about the (altruistic?) motives of those who aspire to lead our modern day organizations.  As many of my clients might ask me "Is it any better anywhere else?" and I keep answering "Yes" but maybe that opinion is driven more by hope than by practical reality.  Perhaps too, that perspective is given energy by the fact that so many people are asking the question, are seeking out and yearning for better leadership, and may be in fact the future leaders that they and I are looking for now.

I wish that this might be the end of the story but I'm not convinced of that.  As I contemplate a change in approach or climate I'm realistic enough to know that change in leadership approach or tactics only comes about for compelling reasons.  If there is no "blowback" to change up a so-far-successful approach why change?  On the contrary, if success is defined by solidification of leadership position and the trappings of power all is well.  If it ain't broke don't fix it I assume.

The reality of leaders who abuse their power - even at the risk of public exposure or worse - continues to exist primarily because some leaders do feel entitled, all powerful and above reproach.  In some cases they may even believe that they are doing nothing wrong, that anything that benefits them somehow benefits all, and even if there are abuses they will never be discovered.  They operate with immeasurable confidence in their own superiority and are not reluctant to use fear and intimidation as weapons to build, sustain and grow their personal position.

I have no words of advice or perspective to offer those who would abuse their power.  They would probably give little or no credence to my thoughts or opinions in any event.  Rather I focus my admonitions to those OTHERS that allow and facilitate this type of leadership.  Leaders, regardless of their personal capacity and capability, do not achieve their ends - or alleged transgressions - on their own.  And make no mistake, this kind of leadership behavior is not isolated to any one sector.  Leaders in the private and public sector - both good and bad - work with and through others.  Salaries ultimately have to be approved by someone, terminations have to be processed through a human resources and legal infrastructure, expenses are signed off somewhere in the financial chain of command, and any bending of rules and regulations have to be overlooked or managed by more than the person directly benefiting.  Some of us tie ourselves in proverbial knots trying to manage the ethical scenarios we find ourselves placed in.   Many of us might try to find some solace or comfort to say that WE were intimidated by our leader, that we feared for our jobs or careers, or that "we were just following orders".  Some of us may even  have developed a misplaced sense of loyalty to the leader, becoming confused in believing that what is good for the leader might be or should be similarly good for the organization.  

Worse is that we may have been co-opted by a flawed or narcissistic leader.  For those serving a narcissistic leader they may see their future tied to this powerful, but flawed, boss.   Maybe they hope to gain a new or more prominent position in the short-term.  Others see loyalty as key to their leadership aspirations down the road.  And sometimes they believe that it is best to protect their leader for the sake of their organization's standing and reputation.  Our job satisfaction, salary, bonuses, enhanced benefits, and other perks can be used to build a sense of commitment to a flawed path.  WE are a multimillion or multibillion dollar organization.  There is great pressure and responsibility that comes with being a leader so some might even justify their actions as some "small" recompense for these leadership sacrifices. What's wrong with a few extra hundred, thousand - or hundreds of thousands - dollars coming my way?  What's wrong with bending a few rules here and there? 

This doesn't happen overnight.  Rather it very much mirrors the iconic story of a frog slowly being boiled to death.  Slowly but surely we compromise our values and high ideals because no one step or decision seems critical or egregious enough to cause us to stand up for what we say we believe in.  One day we just wake up and know that we are well past the line we vowed never to cross - or maybe we now find ourselves having to deal with uncomfortable stories on the front page of our local newspapers.  Whether as governing boards, as peers, or colleagues there are ample opportunities for us to exercise oversight, fulfill assigned duties, ask questions, or find the courage to say no.  Unfortunately, sometimes the biggest surprise comes when despite having made all these slow and steady compromises with our own personal code of ethics we still wake up wondering what happened when we too have outlived our usefulness to the goals and power of the leader above us and find ourselves outside looking in.

It is my belief that WE often don't lack for proper policies, procedures, processes and protocols to hold ourselves to high ethical, professional and organizational standards.  More often WE lack the courage to use those tools and to hold to our values.  More often WE are not prepared to pay the price or endure the pain that comes from exercising that courage.

Some time ago I finished reading a biography of Dietrich Bonhoeffer (author - Eric Metaxas).  It details the life of this German pastor, theologian, and author with a particular focus on his struggle against Hitler and Nazi Germany.  This is not a simple tale of right and wrong as it could easily have been turned into.  Bonhoeffer's struggles in finding his path are well documented by the author.  In the words of Bonhoeffer himself he struggled to determine what was "right" versus what was the correct and loyal behavior for a German leading up to and through World War II.  He often fought with and was reviled by his peers.  He progressively lost his ability to practice as a pastor, to teach and to write.  Regardless he held true to his values and exercised choice in how he would live and lead.  His choice to not compromise his beliefs as to what was right for Germany and the Christian community ultimately resulted in his execution just days before the end of World War II.

I'm not suggesting WE have to die for what we believe in.  What I am suggesting is that WE have far less at stake in holding ourselves and our leaders to account than someone like a Bonhoeffer, that WE have far more choice to do so than WE would like to believe, and WE have opportunity - and examples to guide us - in finding the courage to enforce a standard of leadership that WE deserve.

Be clear on your values, exercise your leadership, and make a difference because of it.
  ______________________________

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.