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While there is nothing inherently wrong
in a "It was the best of times,
it was the worst ago, but they could easily be parts of today's chorus of confusion. While the only constant that we can hold onto these days is that "things will change," the platform on which we are building the future is being undermined. We see the evidence in the almost-daily newspaper headlines and media reminders of corporate scandals and excesses. But subtler forces tell the real story. Just cast your eyes on the growing popularity of Dilbert. From a single cartoon strip appearing in one publication in 1989, it has expanded into more than 2,000 daily newspapers in 65 countries. It has been the source of 22 books (with over 10 million copies in print), numerous T-shirts, hats-and is coming out soon (possibly) with its own network television program. What explains the Dilbert phenomenon? While appealing on a number of dimensions, Dilbert is nothing if not your quintessential cynic when it comes to today's workplace and management. Could it be that the cynics are winning? This article will offer suggestions for how leaders can counter the growing tide of cynicism and define and exhibit a positive, credible leadership style. Cynicism and the culture of disillusionment and distrust Cynicism is the tendency to be close-minded and disillusioned. It differs from skepticism, which is also a tendency to disbelieve; however, skeptics are willing to be convinced if they are presented with persuasive information. Cynics are much less inclined to be influenced. They believe that human conduct is motivated solely by self-interest, and they have a sneering disbelief in the integrity of others. They adopt unrealistically high expectations of themselves and/or other people, and then generalize these into expectations about society, institutions, authorities and the future. They then experience disappointment in everyone's ability to meet these expectations, which results in their feeling of |
frustration
and defeat. The cycle continues with disillusionment or the sense of being let down, in turn resulting in a sense of feeling deceived, betrayed or even manipulated by others. The logical conclusion is a character such as Dilbert, portrayed as either helplessly naïve or being constantly taken in as a sucker. One recent survey indicated that 23 percent of workers would fire their managers if they could. Other studies show that those who are cynical about other people are only half as likely as their peers to report that they trust their management and their co-workers. More than two-thirds of cynics do not express confidence in management's integrity, nor do they feel much loyalty or commitment to their organization. What does this mean for today's business leaders? Leadership is a relationship How do you know that someone is a leader? The simplest response is that "the person has followers." Within this simple observation lies a powerful antidote to Dilbert and cynicism. Leaders are defined by their followers. Leadership is a relationship between those who aspire to lead and those who choose to follow, and any discussion of leadership must attend to the dynamics of this relationship. Strategies, tactics, skills and practices are hollow and empty unless we understand the fundamental human aspirations that connect leaders and their constituents. What do constituents expect from leaders? Why do people believe in some leaders but not in others? Why do some people choose to follow one leader while others reject that leader? What actions sustain the relationship and what actions destroy it? To better understand the leader-constituent relationship, we must look at it with fresh eyes. We must see how leaders and their constituents are connected and how those connections might be improved. What do people expect from their leaders? Consider this question for a moment: "What are the personal values, traits or characteristics you feel are most crucial in a person you would willingly follow (that is, take her advice, follow his guidelines, sign up for her team, attend to his directions, etc.)?" The key idea here is "willingly" follow-because you want to, not because you have to. We have found that the responses to this question have been surprisingly consistent over the past 20 years. They've also been consistent across industries, disciplines, generations and continents. Time and again, people send a clear message about the qualities leaders must demonstrate if they want others to voluntarily enlist in a common cause and to freely commit to action. What are these crucial attributes? According to our research, the majority of us look for and admire leaders who are honest, forward-looking, inspiring and competent. Let's examine each of these. Honesty. In virtually every survey we conducted, honesty was selected more often than any other leadership characteristic. Honesty is absolutely essential to leadership. If people are going to follow someone willingly, whether it is into battle or into the boardroom, they first want to assure themselves that the person is worthy of their trust. They want to know that the would-be leader is truthful, ethical and principled. Forward-looking. We expect our leaders to have a sense of direction and a concern for the future of the organization. Leaders must know where they are going. They must have a destination in mind when asking us to join them on a journey into the unknown. Constituents ask that a leader have a welldefined orientation toward the future. We want to know what the organization will look like, feel like and be like when it arrives at its goal in six months or six years. |
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