Hello
Do you ever wonder about the disconnect between the behaviours that you observe in some businesses and teams, and the actual behaviours that you and others really want to see?
In other words, we can often see people focusing on politics as opposed to people focusing on performance.
It never ceases to amaze me how often individuals, when asked about their pet hates in businesses and teams, rate politics as being in the top five, if not at number one.
I think that this is particularly damaging when the political games are being played by individuals in senior positions. It’s important to differentiate here between behaviours such as being prudent, being socially aware, avoiding trip wires, reaching compromises where appropriate, and behaviours which are purely and simply designed to further an individual’s lust for power and control, primarily for the sake of that power and control. I have written before about the Machiavellian type (as well as the narcissistic and psychopath).
However, I believe that there is a level of ‘leadership’ behaviours which can lie just below the level of the full blown psychopathic, narcissistic, Machiavellian types. I call that type of leader the Deckchair Inspector Cruising. The Deckchair Inspector Cruising (DIC) is the type of individual who is a little bit scheming, a little low on empathy, and a little high on self worship. They are often in leadership roles, although generally not right at the top. They are living the good life on the ‘cruise ship’, seemingly efficient, often charming and affable. They also often have the Captain’s ear. And by that I mean that they are in a position of influence, not that they indulge in behaviours which are reminiscent of a Hannibal Lecter novel.
The DIC will dutifully move the deckchairs around as and when requested. It should be noted that this is different from the oft quoted analogy of moving the deck chairs around on the ill-fated Titanic, because this particular cruise ship is in no immediate danger. Unfortunately, that lack of immediacy is in many ways it’s biggest danger.
All is well. All is calm, and relaxed. The cruise ship is cruising. The Captain is kept informed by the DICs (there is often more than one) that everyone on board is happy and content and that the cruise is going really well. The Captain asks the communications officer to signal this to company HQ on the mainland. The DICs dine at the Captain’s table, basking in reflected glory. They grow sluggish and complacent, their primary objective is to keep the cruise going, to rearrange the deck chairs. To get the mortgage paid for one more year.
The cruise ship sometimes docks, and the crew and passengers and Captain all get a chance to sample the local cultures. At least that’s the story that the DICs ensure is told. However some people, quite a few people, realise that they haven’t really interacted with these other cultures, there has been no sense of mutual improvement, unless that could somehow be effected by the purchase of a hand carved plastic plate adorned with a photographic print of the port in question dating from the 1960s, rendered in implausibly vibrant, eye watering hues, that could only possibly be lifelike if the scene had been captured in the immediate aftermath of some horrendous radioactive accident involving meteorites from the planet Krypton.
The cruise goes on. The deckchairs are rearranged. It could be so much better. Perhaps there’s a pang or two of guilt. Perhaps there’s even a little bit of self-justification. It makes no real difference however. The cruise goes on. HQ are happy. They’re making money. Many people on the ship are happy enough. Although not everyone. Some can see how it could be, how it should be.
These people are keen to continuously improve. They can enjoy the cruise too, but for them it’s more of a journey. With those types of people in positions of influence, the focus would be more on performance, not politics. These people are the Performance Activating Leaders (PALs). They may well dine at the Captain’s table, but they may also have to get the engine oil off their hands first. And they will tell the Captain the truth. That truth can sometimes contain the shocking revelation that the cruise isn’t really making a difference. That in actual fact, the illusion of progress is simply that of a circular course lasting long enough to disguise its repetitive elements. The PALs will also rearrange the deckchairs, but only if it improves performance and the ship’s environment.
When a ship run by people like that calls in at a port, a genuine and mutually beneficial exchange of ideas will take place. Some crew members may remain on land to help with the infrastructure, to teach, to build, to learn. Some new crew members will be taken on board the ship. Their role is to challenge, to test, to invigorate. And that they can do, because the existing PALs will embrace that change. It’s a journey, not a cruise.
So…what type of leader do you want in charge of the ship? And what type of leader do you need to be, and to encourage? A PAL or a DIC? The choice is ours.
Best wishes
Mike
A link to the braver leadership podcast can be found here:
https://soundcloud.com/user-786911924/braver-leadership-podcast-5
A link to the third video about the importance of meaning and purpose can be found here: