We suppose the inspiration for this VIM Executive Coaching post comes from a small bank branch in a town not too far from our office. One day we had to mail a parcel to a friend and we were directed to the bank. It seemed a bit odd. Nevertheless, the bank branch contained a post office and enabled pick-up service by various delivery services. The two bank clerks doubled as post office clerks and were representatives of the delivery services. It was instantly apparent; the little building was a sort of community center; an information and shipping crossroads for the small town. It was rather endearing.
We have all heard the expression about the person who wears many hats. It is generally regarded as a good thing; for example, the carpenter who also had expertise in electrical and plumbing or the person adept at numerous software solutions including networks and cybersecurity or the clerks in the building.
Is there ever a time when wearing too many hats is undesirable? In fact, there is, and it is often seen in executive leadership situations.
Changing Hats
There have been (and are) many executive leaders who lead by whim rather than intention. It might be argued that the executive who quickly pivots from one type of leadership style to the next is simply being adaptable and flexible. In fact, it is the opposite intention.
We have seen such leaders who are “classist.” That is, they treat hourly and lower wage employees in one manner, and executives in another. There have been leaders who lead by arrogance or judgment; those from the right universities or who have played the right sports are favored. There are executive leaders who lead insincerely; that is, they feign interest or action and never follow-through. There are executive leaders who lead by bias; doing enough to comply, but never enough to be fair or to give everyone the same chance.
In each of those broken styles you might say the leaders wear many hats. In each case, they are wrong, and such executive leaders have done irreparable damage to their organizations and the people in those organizations. It is also not difficult to see the leaders do irreparable damage to people.
Where does the problem originate?
Understand that whether an executive leader favors or isolates based on salary, credentials, attitude, education, fakery or bias, they lead by a false set of assumptions. In doing so, the leaders squelch creativity, diversity (in its broadest and most narrow contexts), contribution to the betterment of the company, community and society, and clearly, the reputation of the organization.
Some might say, that leaders who wear one set of hats for certain employees and another set of hats for others are clever or manipulative or (most cynically) typical. We say, they are inauthentic and lack honesty and compassion.
Executive leaders who scramble about to wear one set of hats for one group and other set of hats for another group are inauthentic and sadly, unmindful. When executive leaders climb a ladder that lacks mindfulness, the ladder is flimsy and serves no one especially their organizations.
The search for mindfulness is not new. Throughout the ages, aware and aspiring leaders have pursued greater mindfulness because it is so effective. What is surprisingly new, are the revelations as to how rarely mindfulness and authenticity are taught. It is not only possible, but highly probable that an MBA student can go through training and not once hear the word “mindful.”
Executive leaders have a choice: to scramble about to accumulate huge collections of mis-matched hats, or to strive to be an authentic, mindful person who wears one true hat for the world to see.