VIM Executive Coaching has undoubtedly sat in on enough meetings and round-table executive leadership discussions to set a Guinness Record on “meeting sit-downs” if such a category exists. Around those tables, in-person and virtual, we have heard all manners of “executive speak” as well. In fact, the language of such things fascinates us.
“You’d better fix this problem”
One of the most fascinating bits of executive leadership exchange is the difference between “fix” and “repair.” Executive leaders are quick to want quick fixes. For example, if a personnel problem exists within a department, the usual directive is “Well, fix it!” It is an easy, distant and very hands-off way of saying to a subordinate to correct a situation as fast as possible, with as minimal a requirement in terms of effort as possible, in the most rapid solution as possible. So there, “it’s fixed, boss!”
Fixing in terms of executive leadership almost never corrects the problem. An executive leader may claim they fixed a people problem by terminating an employee, or changing vendors, or moving someone to another department, only to find a similar problem cropping up in another area. Remember when organizations were touting “zero tolerance” policies? More often than not, the same people who talked of zero tolerance were later found culpable in committing similar actions themselves, or minimally, others they trusted committed such acts. This was found to be true as organizations were made to hold to standards regarding compliance or equity or environmental standards.
Fixing a problem may be perfect when we call in a plumber to repair a leaky faucet but when organizations have been found to be committing acts as insidious as bribery or racism or water pollution or any number of egregious actions, it is rarely one thing or one person. More likely than not, it is systemic.
It was about a decade ago, when a major banking institution was found guilty in opening thousands of retail accounts without client knowledge. They set about to “fix” the problem. Further investigation uncovered all types of patterns of workplace bullying, fake performance quotas and a pattern of choices without consequences. Ultimately management had a need to look the other way. There was a lot of rationalization put in place.
Yes, heavy fines and terminations were imposed but the miscreants still “retired” wealthy and unmarked.
Repairing a problem
Once a persistent problem is identified, no matter the problem, the best way to address the problem is the repair of it. The plumber may be successful in fixing the faucet, but suppose the plumber identifies that all of the pipes are faulty or overgrown with weeds or made of lead? Is a temporary fix sufficient? We think not.
In a similar fashion, an unmindful executive may go through a weekend course on sexual harassment or gender discrimination or workplace bullying, and to management the problem seems fixed, only to have several workers report a week later that the same executive coerced vendors to carpet his house as “a bribe.” Clearly, if an executive is unmindful, the tendency to commit similar acts will remain in place.
We well remember an executive leader at a major foodservice company who instituted a zero-tolerance sexual harassment policy only to have sexual harassment charges leveled against him. Inauthentic people frequently try to fix others without examining their own behaviors.
Mindfulness training must first require executive leaders to repair themselves before attempting to fix others. It is a journey of self-exploration.
When we have sat in on all those executive leadership meetings, we can clearly see the difference between those executive leaders who simply fixed things, and those who were mindful enough to repair them.
The ancients talked of repairing the world, not just fixing it. The difference is well worth reflection.