Not long ago (masked and socially distanced, of course), VIM Executive Coaching was invited to a Sunday buffet at a large and popular restaurant. It was interesting to observe the “diners,” to be polite in our terminology. It was as though most had never eaten before, let alone encountered an egg. However, it would be unfair in a culinary sense to gloss over the other items on tables that must have stretched 100 feet or more; everything from sushi to smoked fish to fancy salads and all manners of croissant, cupcakes, chocolate chip cookies and the like.
It was overwhelming – and a bit “frightening” in the sense of so much food and the way some set about attacking it. We are not unkind people however, it seemed as though those who were obviously well-fed, were the most aggressive in attacking the table. One person was heard to mutter, “I really don’t need this, but it looks so good.” He was on his third trip to the buffet table, grabbing an odd combination of brownies with dollops of fresh whipped cream and smoked salmon topped with onions and capers.
When is too much, enough?
Of course, we helped ourselves to a nice brunch and a cup of coffee, but it was more than enough. We were satisfied and sated. As we talked to our friends (also former clients) it was impossible to not think of the buffet and the feeding frenzy in terms of a business coaching context. Rather than feeling limited, being business coaches enables us to employ and incorporate what we have learned – and experienced – in all of its nuances and many aspects.
We know of executive leaders who only wanted power, who only saw business as a means to gain more, or ignore more, or to take and never give. Indeed, we knew of executive leaders who saw employees as no more than chess pieces, moved without compassion or feeling to advance an agenda.
Such behaviors are indeed similar to a gluttonous buffet; a buffet without end or limits where the consequences or choices were not considered.
Of course, there is a price to pay for gluttony, and as we are not trainers or nutritionists, we can only comment in an executive leadership sense (though having the equivalent of a force-fed, 7,000 calorie buffet can’t be a good thing!).
Yes, we are aware of the argument that “every once in a while, can’t hurt.” Here’s the problem with such rationale: severe overeating leads to moderate overeating. Abusing an executive leadership role, similarly leads to more abusive behavior. It generally doesn’t correct itself without leadership coaching.
It is fine to want greater responsibility providing the awareness of what that responsibility entails is in place. To see a greater role, or series of roles only in terms of what it can do for oneself, is akin to grabbing all of the food at a buffet.
To gain a larger staff or more divisions or greater say in the management of an organization without compassion and authenticity, is akin to a disregard for those who prepare, produce or serve the food.
While analogies are of course, easy to make in this sense, what is not always apparent is the need for mindfulness. For mindfulness teaches us that every action we take, unless considered and weighed is not leadership at all.
Yes, thinking of leadership in terms of using people without compassion or feeling to simply advance an agenda results in disgruntled and ignored employees. Sooner or later there is a price to pay for the gluttonous buffet. It is wise to consider the real cost.