It was a big task, but Barbara thought she was up to it. She has proposed to create a whole new system from scratch, though there were plenty of vendor alternatives on the market. No, this was going to be her baby, her inspiration, and her legacy. This system was going to be built.
There was very little input from others about this system. Yes, there were a few focus groups asking what end-users would like to see in the system. Unfortunately, there weren’t any focus groups for those who really used the current system about what they really needed. Thus, when the first iteration of the system was unveiled, there were more than a few questions and more than a few criticisms leveled at the effort.
Stung by this, Barbara vigorously defended the system, leveling accusations at those who criticized the system as ‘hater of innovation’ or ‘not giving the system a chance’. When the critics brought up key functionality that the system did not possess, Barbara would counter that they really didn’t need that functionality and were just looking for things to criticize. When other said maybe they shouldn’t use the system, but stay with the legacy system, Barbara doubled down on her defense of the system and refused to even acknowledge those concerns.
In her own organization, Barbara mandated only support for the system. She did not want to hear about the shortcomings and ordered her direct reports to vigorously defend the system against any stakeholders who might dare to level criticism. For those direct reports who did come to her with concerns about the viability of the product, Barbara had a unique strategy. She threatened to fire them.
It wasn’t an outright threat, as Barbara knew that might warrant HR coming to visit her and investigate. Instead, she would usually say that she didn’t think anyone who wasn’t a ‘team player’ had a place in her organizations, and that the employee better think long and hard if they wanted to level any criticisms against the system. For the majority of her direct reports, that bought their silence rather well, though they still had serious reservations about the system. Barbara could live with that.
One of the most difficult part of being a leader is shuttling your ego to one side and listening to ideas contrary to your own. Even more difficult is admitting that you might not be correct about a course of action you have taken. None of us enjoys admitting that, nor having to reverse course and suffer the backlash that will ensue.
It is also one of the most critical parts of being a leader. If your ego can’t take that kind of examination of your actions, then you don’t have a right to be sitting in that leadership chair. If your reaction to being told you might be wrong is to immediately threaten termination to an employee for being ‘disloyal’, then you should vacate that position immediately, as now you have demonstrated that you care more about yourself than your company or your employees.
We all make mistakes. It is how we learn from them and go forward that defines us. If your reaction to hearing about possible mistakes is to find any and all ways of silencing those who told you, then you don’t deserve a position where you are allowed to make any decisions at all.