When
leaders cannot be challenged, and there is no free exchange of views, ideas,
and opinions, a healthy culture cannot exist. In this context, ego becomes the
enemy!
Ego
is the enemy of good leadership and a healthy culture. Humility is your friend,
while ego and pride are your enemies. Why do I say this? Ego causes leaders to
overestimate their ability and underestimate the input of others. As a result,
ego-driven leaders limit the input from others, don’t engage in robust
dialogue, and listen to others poorly.
A
fundamental principle of healthy leadership is the commitment to the mindset of
"Nothing to prove, nothing to lose, and nothing to hide." Many
leaders feel the need to prove themselves, which can lead them to exploit and
pressure others to achieve their desired results. This behavior often results
in impatience, anger, and a lack of forgiveness towards those who let them
down.
What
they risk losing is their pride and their agenda. Their leadership is often
motivated more by their desire to succeed than by the organization's
mission. Ironically, this drive is often fueled by personal insecurity,
which hinders them from listening to others or considering advice that does not
align with their views. As a result, their ability to access diverse wisdom and
perspectives is severely limited.
Ego
has a particularly insidious side; it can give rise to narcissism, where life
revolves entirely around oneself. While one might believe this behavior stems
from a place of security and confidence, it more often originates from deep
insecurity. The outward confidence in one’s correctness and the bravado that
comes with it often serve as a facade to conceal underlying insecurity.
Over
time, the outward displays of confidence and bravado become protective barriers
created by the insecure person within. These walls often prevent individuals
from recognizing what is happening around them and understanding their role in
contributing to organizational dysfunction.
I
have had memorable conversations with leaders after conducting extensive
interviews within their organizations. What stands out in these cases is the
leaders' absolute denial of reality and difficulty in allowing outside
perspectives to penetrate their protective walls. Their responses often include
disbelief (my staff must be mistaken, or you, as a consultant, misunderstood),
anger at their staff for expressing such views, or outright belligerence (I
don’t care; I am the leader and will do it my way, regardless). In these
situations, the protective barriers are so thick that the culture is unlikely
to improve without a change in leadership. The problem is that such behaviors
harm everyone around them, creating significant toxicity within the culture.
Ego
issues fueled by insecurity hinder individuals from perceiving reality
accurately. Secure individuals listen attentively, are willing to admit their
mistakes, and are committed to addressing their blind spots and the more
challenging aspects of their leadership. They can do this because they are
comfortable in their skin and exhibit more humility than pride.
The
more secure I feel, the more open I can be. In contrast, the more insecure I
feel, the more I tend to hide my deficiencies and weaknesses. As a result, I
cling to my ego, feeling that I have too much to prove and too much to lose.
The
irony is that our staff knows our strengths, weaknesses, quirks, and
deficiencies. When we deny who we are and pretend to be someone we’re not, they
can see that we are not being authentic. Insecure and ego-driven leaders often
fail to recognize that their refusal to accept reality breeds cynicism among
their team members. This cynicism is harmful to a healthy workplace culture,
and the leaders themselves foster it.
The
adverse effects of ego are numerous. It prompts individuals to belittle others to
elevate themselves. Those with inflated egos tend to blame others for their
failures and take credit for achievements that belong to someone else. This
mindset hinders honest and open discussions because leaders feel too insecure
to address differing opinions. An ego-driven person often lacks respect for
their staff and disregards the commitments outlined in the Leadership Contract.
By trying to elevate themselves, they inadvertently diminish those around them.
In
instances where I’ve shared the results of Culture Audits with senior leaders
who were perceived by others as unhealthy or lacking leadership skills, they
have been utterly shocked and disbelieving of the interview findings. This
reaction highlights their poor self-awareness, understanding of those around
them, and their resistance to engaging in open and honest dialogue with
colleagues.
In
one instance, individuals had been telling the leader for decades that he
should step aside and take on a different role due to his inadequate leadership
abilities. Instead of heeding the advice of the many who expressed their
concerns, he listened only to the few who praised him as a great leader and
stubbornly refused to step down. In the meantime, the organization suffered a severe
decline; key staff members became disillusioned and left, and there was an
urgent need to re-envision the mission and plan for the future.
The
individual's deep-seated insecurity and ego blinded them to the realities of
their abilities, the needs of the organization, and the feedback from those
around them. This organization faced multiple issues that required attention,
and it is unlikely to make progress with this leader in position. It is a
tragic example of how ego can undermine the development of a healthy culture. A
resolution is unlikely to be achieved in situations like this unless boards
take action.
Unfortunately,
even when a board is in place, there are often inadequate feedback mechanisms
to assess the health of the organization's culture. Typically, problems become
severe before any effort is made to understand what is happening. During this
time, valuable staff members leave, demoralizing the remaining employees. In
the case mentioned above, exit interviews with staff revealed significant
issues with the senior leader, yet there was a lack of initiative to address
the situation. Consequently, the cost to the organization was substantial. Ego
can truly undermine a healthy culture.
A
leader's maturity can be gauged by their willingness to engage in open and
honest dialogue about any issues that affect the team or organization's success.
The most effective leaders encourage and promote candid discussions surrounding
important topics because they understand that open dialogue leads to the best
solutions. They do not shy away from being challenged; rather, they welcome it.
As
a leader, do you promote open and honest dialogue? Do you encourage a genuine
exchange of ideas and allow your team members to challenge you? If your answer
is no, what insecurities are holding you back? Are you afraid of not having all
the answers or not getting your way? Whatever the fear may be, it often stems
from your own insecurities, and these insecurities can significantly impact
your leadership.