Hostile Takeover: Guardians of Executive Truth
"Transparency, honesty, kindness, good stewardship, even humor, work in businesses at all times."
— John Gerzema
Is it safe to fly on this plane?
Just a few weeks ago, my youngest daughter was booking a flight. Right before she confirmed her booking, she asked me, “it says I’m flying on a Boeing 7-something, am I going to be okay?” While she's never loved flying to begin with, seeing “Boeing” on the reservation added a new dimension of fear for her. I reassured her that this particular model has been flying for quite a while now without incident, and she should be fine.
Boeing is one of the recent examples of organizations who have lost their way, and the culture that once drove success, has given way to apathy or ignorance of the truth. Within the organizations that continue to crumble are often an overindexed team of Guardians of Executive Truth—or, to put it another way, people-pleasing know-it-alls.
Let’s define who these people are, how they develop into this identity, and then address how organizations can course-correct before there’s a hostile takeover of willful blindness.
Who are the Guardians of Executive Truth?
Often, these people start out as individuals who show early talent. They’re bright and are granted access to senior-level leaders. They are entrusted with important projects as a means to develop them and identify their leadership potential.
As they start to see the rewards and payoffs that come from completing successful projects and making their leaders, and themselves look good, they become intoxicated by the rewards. They want to stay in the good graces of the executives, and perhaps the culture itself incentivizes behavior—such as cost-cutting—that takes precedence.
Over time, they have just enough insider information to become knowledgeable (or know-it-alls), and they are rewarded well when they deliver the news that their leaders want, or expect to see.
As time progresses, if these people are seen as the template of success in the organization, these behaviors begin to clone themselves like a mold, infecting the health of the organization.
The recent purge of the executive ranks at Boeing is a stark reminder that the inherent risks of growing an army of Guardians of Executive Truth can, in time, cost these very leaders they are seeking to protect, their jobs.
What can leaders do to disrupt this?
Radical Truth & Transparency: Combat people-pleasing with radical truth and transparency. Leaders need to demonstrate humility and show people it’s safe to bring back news or results that didn’t align with their expectations.
The Right Incentives: Create incentives that reward behaviors that reinforce quality and standards that supersede people’s opinions or ideas.
Invest in Coaching and Development Programs: Leaders should prioritize coaching and development initiatives to empower rising stars with the confidence to trust their own thoughts and ideas. By providing mentorship and guidance, organizations can nurture a culture where individuals feel supported in expressing their authentic perspectives and contributing innovative solutions.
Don’t Forget Your Customer: Too many companies become so shareholder-focused that they forget they are building a product for customers with real needs and expectations. Keep the customer front of mind and reward the people who deliver products that are successful because they meet customer needs.
Remove the layers: Executives need to be as close to the front lines as possible. Go on listening tours and quickly demonstrate that you have listened by taking action on troubling data or real opportunities for growth.
Closing thoughts:
"The truth is incontrovertible. Malice may attack it, ignorance may deride it, but in the end, there it is."
— Winston Churchill
As I was filling up my car with gas the other day, I was at one of the pumps that also dispensed diesel. As I watched the total increase ever more quickly, I couldn’t help but realize that every time I see a sign for diesel, it reminds me of Volkswagen and their emissions scandal, yet another example of Guardians of Executive Truth gone wild.
Instead of protecting the ivory tower with glossy information, let’s become leaders who champion radical truth, transparency, and humility.
About Leadership In Focus:
At Leadership In Focus, we're driven by the belief that there are more effective ways to nurture the growth and development of emerging leaders. Each week, we curate and share ideas that hold significance for us, aiming to foster stronger leadership practices within organizations.
If any of our content resonates with you, please don't hesitate to reach out to Curtis Scaplen or Kurtis Graham. We'd love to explore how Leadership In Focus can support the development of your team.
