“I'm aware of the decisions I make and the responsibility I have as a role model. I wouldn't disregard that. It's a privilege.”
~Naomi Scott
There are lightening rod words that most always elicit reaction and VIM Executive Coaching is well aware of such a dynamic, especially when it comes to the topic of executive leadership. “Privilege” is such a word.
Many of us can remember executive parking spaces, executive restrooms, executive healthcare packages, executive lunchrooms, executive club memberships and all of the subtleties of the executive suite.
To pretend that perks such as those just listed no longer exist would be naïve at best. For compliance purposes, the more obvious perks might have been eliminated, but make no mistake they continue to exist under the hazy banner of privilege.
Do as I say…
We have heard numerous client stories of organizations who had a two-tiered system of the favored versus the unfavored, and we should add that most of the clients who spoke to us were ex-employees of those companies and associations.
You might also be surprised to know that the employees who left those companies did not do so because they resented the better benefits for executives or awards for good performance, but because they witnessed the arrogance and bias of it all.
They left because they saw the daily hypocrisy of executive leaders whose daily mantras did come down to the old adage of “Do as I say, not as I do.” Employees saw blatant examples of sexual harassment, bullying, bribery, healthcare fraud, discrimination (of all sorts) and abuse of power among executive leaders.
We value the above quote by Naomi Scott who is a successful actress, singer and songwriter and who obviously has an entourage of people to satisfy. For successful entertainers in this day and age, must support organizations, not just a manager. The point is, she gets it.
The disconnect
The fancy parking spaces, expense accounts and such, speak to privilege but they have little to do with leadership. Executives with impressive benefits packages but lacking in leadership skills, have been losing droves of good, valued employees because they have failed to be leaders.
Now some might say, “Who cares? The executive is still ‘getting it done.’” We appreciate the argument however, we would also point out that losing good employees, also means losing creativity, opportunity, the essence of loyal teams and the cohesiveness of the organizational dynamic.
The old phraseology of “because I said so,” is not an effective motivator. It is rather a tired cliché. Yet, in one form or another, it is still used by reactive, inauthentic corporations.
Far better to become a leader who values mindfulness and authenticity than someone who harasses an employee because they feel arrogant enough to do so.
Mindfulness does require that effective executive leaders are every bit as comfortable serving as leading. Mindfulness and authenticity necessitate that what may have been a rigid power structure becomes more flexible and responsive.
The true reward for greater mindfulness is not based on who gets the best membership in an exclusive club, but who is ultimately valued and appreciated in the larger club of a powerful and healthy organization.