I found myself living angrily this week. Angry at the realities of leadership that is evidently serving itself.
I try hard to maintain a network diverse enough not to be an echo chamber. I now find myself doubting whether my LinkedIn commentary this week has been constructive. Particularly that aimed directly at leadership. However, there were plenty others doing the same. Those voicing concern at direction – not the personal attacks that some feel free to share.
From my own filtered view, this social media showing of public mood seems to have been a persuasive factor in international diplomacy. A weight of sentiment, acting as a straw poll. Certainly the discourse rattled my own thoughts enough to draw some conclusions. And then call foul on leadership seemingly content to rattle sabres whilst quietly cashing in Russian cheques.
v | b | trust
This is low trust – the deceit of leadership. This is trustworthiness at its lowest ebb. Based upon remembered past bad experience of the individual. Or less helpfully, the bias and social stereotypes we each bestow upon out-groups, whilst we pretend we and our in-group stand tall.
visibility | b | t
This is increased visibility being sought. Increased uncertainty requiring closer examination. More regular checking. More questioning of response. Higher trust would curb some enquiry. But this is following discovery of falsehoods by our servants of government. Having been let down before and therefore wanting to see more. Seeing statements like “we will be decisive” meaning “we are being hesitant”. Still seeing the old characters in the spotlight. Smirks. Arrogance. Contrite. I’m alright.
v | behaviour | t
This is poor behaviour. This is Vladimir Putin receiving all manor of dignitaries in the last two weeks in order to reinforce a duplicity of assurance and intent. This too is the international responses that have since been slow to act – privately gauging public mood – whilst offering strong language to Ukrainian counterparts, in need of action not words.
On the other hand this is a speech from a comedy actor, turned premier. Speech amidst action. Leading by example. All capturing the attention of a wider world because it highlights the flaccid response from the rest. Words lead from the front in direct action, not cosy intentions or promises pretending to be more.
Other poor behaviour in leadership this week. This is Grant Shapps merrily posting on LinkedIn that he has set a TfL budget and that he now expects others to carry the blame. Delegation with no interest in ongoing influence or control. This is the Post Office scandal – a board and their lawyers allegedly attempting to hush up a litany of errors and concealing the collateral damage they knowingly caused. This is Carillion and it’s auditors now under investigation for what I can only assume to be – at the very least – contemptible apathy by all. In all cases this is leadership by proxy. A defensive decision-making attitude that exposes a willingness to see failure on their watch – conditional only upon ensuring failure is permitted to pass by with blame attached. Delegated blame, intended to ensure protection of a party, a corporation, or (more cynically) individual interests that can be thereafter restored.
A side note here is the caveat we all hold. The attempt to distinguish behaviour, by its intention. The white lie for good reason. Any parent or friend or mediator will know that – what is justified, half-said, or left out. In positions of influence or power, such intention inevitably becomes selective toward self-interest. The goodly compromise, that erodes morality; becoming the compromised, via self-declared moral cause. We are all human, after all.
visibility | behaviour | trust
What I conclude here is that I have been heuristically seeing these evolving situations with the tool improvisation anyone does when in a hurry. Returning to quick and peripheral judgements. I have sought more closely to assess what I think are hidden motivations and self-serving attitudes, based on a low level of trust in those I observe.
The sting in this tail
A final point is one I have had to ponder. Because I truly wish to reflect upon truth. This low trust in leadership I hold is recurring. It is sometimes one bordering on anti-establishment sentiment from within the establishment that keeps me safe. At some level it is a projection. If I am honest, one drawn from wondering if I would fair any better in face of such challenge of my own leadership. Or more squarely, my aversion to it’s sting.
In of itself, this is much the same assessment possible via a truth outlined via my own visibility | behaviour | trust. I am angry at leadership that does not serve, because the temptation is ever present to be just the same. We are all human, after all. But that’s the challenge, not the excuse.