Читать книгу 100 Ways to Motivate Others: How Great Leaders Can Produce Insane Results Without Driving People Crazy - Scott Richardson - Страница 9

It is a huge temptation to distance yourself from your own superiors.

Maybe you do this to win favor and create bonding at the victim level with the team, but it won’t work. In fact, what you have done will eventually damage the confidence of the team. It will send three messages that are very damaging to morale and motivation:

1. This organization can’t be trusted.

2. Our own management is against us.

3. Yours truly, your own team leader, is weak and powerless in the organization.

This leads to a definite but unpleasant kind of bonding, and it leads to deep trust problems and further disrespect for the integrity of the organization. Running down upper management can be done covertly (a rolling of the eyes at the mention of the CFO’s name) or overtly (“I don’t know why we’re doing this; no one ever consults with me on company policy, probably because they know I’d disagree”). This mistake is deepened by the repeated use of the word they. (“They want us to start…” “I don’t know why they are having us do it this way…” “They don’t understand what you guys are going through here…” “They, they, they…!”).

The word they used in excess soon becomes a near-obscenity and solidifies the impression that we are isolated, misunderstood victims.

A true leader has the courage to represent upper management, not run it down. A true leader says we.