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Worse than a lie is turning a blind eye to the truth

  Too often, people would rather ignore mistakes than face the truth, and so do leaders. Sydney Finkelstein, a professor of strategy and leadership at Dartmouth College’s Tuck School of Business, has devoted himself to researching what is “good business” and “smart managers” for many years. Later, in the book “Mother of Success”, he mentioned: There are four destructive behaviors that will unknowingly bring the enterprise into the abyss.
  These four behavioral patterns are manifested as: personal cognitive errors of corporate leaders prevent the company from seeing reality; incorrect attitudes allow errors to continue to replace truth; problems in the process of potentially urgent information in the communication system; leadership characteristics Make it impossible for business leaders to correct their mistakes.
  Leaders are often reluctant to face the facts. It is precisely because they are unwilling to face the truth that executives choose to hide in their own delusions, or refuse to admit their mistakes and resist the facts with arrogance.
  Leaders are more likely to believe that their authority is never challenged, that they are well informed about internal company dynamics, and have the ability to anticipate future changes in a timely manner, even if in some cases this feeling is merely wishful thinking. Behind this is actually the deep-rooted implantation of leadership authority into people’s ideas. Leaders must become benchmarking beings and the perfect leader who creates miracles.
  If you explore the origin of this idea, it can be traced back to the industrial age. At that time, the company was still a purely linear organizational structure, and it was quite static. Leaders with knowledge and authority stood at the top of the organizational pyramid. The entire organization passed through a strict hierarchy, allowing orders to be conveyed and flowed from top to bottom. In this structure, the leader of the company is an omniscient and omnipotent leader with all the answers, an existence whose benchmarks and beliefs are generally looked up to and admired.

  With the development of society, the organizational structure has gradually changed, and matrix structures and flat organizations have appeared in emerging companies. But in more cases, the idea of ​​”leadership is authoritative” still affects many people.
  In order to change this concept, leaders must understand that no one is omnipotent, and no one is always right. For an ideal organizational structure, an enterprise is like a system with self-improvement and self-adaptation capabilities, which can improve the entire system through constant communication and feedback between subordinates and colleagues.
  As a leader, his responsibility is not just to formulate strategies in the traditional understanding, or to give advice and guidance to subordinates, but also to correctly handle various opinions that exist in the organization. They may be positive praise or negative evaluation. Leaders Need to collect, coordinate and give feedback.
  Michael Beer, professor emeritus at Harvard Business School, has been researching internal feedback paths. He believes that there are “silent killers” in tissues that act like plaques in arteries, impairing or distorting the meaningful flow of information in the tissues, thereby compromising the health of the tissues.
  In order to eliminate people’s deference to the high-ranking people, one can refer to the After Action Review method, which consists of four components: What should happen in theory? What actually happened? If there is a next time, what are the same steps we will take? If there is a next time, what steps would we take differently?
  In hindsight, the focus is on the motivation behind people’s actions and whether that motivation led to the initially desired outcome. With this evaluation method, the individual’s performance in the event is downplayed, and the most important thing is not to blame or punish, but to review the practices of the whole organization and how to improve next time.