Tag Archives: Blind conformity

Serving “Number One”

11 Apr

In the negative; Is no fun when he is in fact a Zero.

This is the thorn in most organisations side today. leadership flows from the top, mark my words, from the top. If there is a void, then it’s because there no real leader. It’s not the people, the strategy, the systems, or the resources, its just the absence of power. Then you get yet another reality, that of political appointments. Political appointments have the tendency to be just puppets, using their positions, the trend is that they only look out for themselves, their family and friends first, only in it for the money, and to further their own agendas, and political future, and then you have people getting appointed that have no business in these positions today as a matter of politics. Then the emphasis of what management implies and signifies shifts to a warped reality. It’s like having a red Mini with a Ferrari badge on, it’s just not the same thing. It’s all window dressing. They tend to use power to prove that they are right and able no matter what the results of their actions, at any cost. On being right at any cost… it is nothing less than self-preservation, and comes at a high cost, you pay for it in efficiency, effectiveness, and consistency – all-round. In an ethical organisation, they give emphasis to being content; over being right all the time, getting along, sorting out differences and moving on becomes the norm – a team effort.

Ethical and un-prejudiced conduct, is the suit to wear today and no longer just playing in favour of mainstream party politics. Leaders have to make trade-offs between these two extremes. In order to become good leaders, we have to be able to point fingers at one another and rub shoulders with staff – and differ – from time to time. We have to take a firm stance at some point as well, otherwise everything just becomes ordinary chit-chat, and you cannot just let everything slide into chaos. Order requires two elements; discipline and mutual respect. Self discipline and mutual respect needs to prevail before structure will emerge to hold things in place, such as leadership – a natural order of things as they exist.

Ethics should become the leadership’s edge – this won’t happen in an environment where talk is cheap, from “command and control” practitioners – in disguise. Codes of good conduct are necessary, however not to the extent where it becomes a 50 page document; that spells out every single aspect of conduct, it needs to be to some extent, almost standard rules. In most cases, the “lack of discipline” is actually a “lack of inspiration” and management skills. People who cannot manage, and lead, rely on rules, policy and procedures. Blind conformity to rules, codes of ethics, and so forth and so on, creates stagnation, everyone is just too afraid to act. Then rules seem to be applied differently, as we deem fit. “Ethical people” – shout foul, at every opportunity, as a means to wedge themselves into control and distract attention away from their own wrongdoing. Ethical behaviour is not behaviour guided by rules, but by principles. Behaviour that only satisfies self-interest is unethical.

By only serving “number one” and his interests, by dancing to his tune all day and night – you inevitable steer away from a human attribute – that favours fairness. It creates an atmosphere where everyone wants their worth to be noticed and realised – you just cannot move forward, or ever have closure in a self-consuming environment. Then the plot is lost, and you no longer serve a leader, you serve an ideology, an organisation, an objective. Where leaders think they are gods, it creates a culture where someone always has to win and someone has to lose, thus no one really gets close to the cheese they just get to smell, and even see it. But taste it, never…

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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