Recently, I was speaking with a client, a senior leader at a prominent global organization, who found themselves grappling with a situation that challenged their moral compass and tested their business ethics.
The issue at hand was a consequential decision that could impact a specific group of consumers – channel recent headlines, e.g., Target. The senior leader felt compelled to voice their concerns and reached out to the CEO. Their message conveyed a firm stance against the decision and was supported by compelling data pointing to its potential adverse effects.
That’s the backdrop to our story.
What truly struck me, however, was the response my client received from an executive leader when they inquired about the rationale behind this decision. When they asked about the justification for this decision, they were met with the astonishing assertion that “it isn’t our job to ask questions.”
Hold on a minute. In a leadership role, whose job is it, if not yours, to ask the tough questions and seek a deeper understanding of the direction your organization is headed? This response raises critical questions about company culture, the tone set by leadership, and the path for organizational performance.
My client couldn’t help but ask why an executive leader would respond in such a manner. I shared with them a few perspectives:
1. Fear: Fear of repercussions, of treading into uncharted territories, and fear of challenging the status quo can stifle the willingness to question.
2. Lack of Curiosity: A hallmark of effective leadership is curiosity—a genuine desire to comprehend the ‘why’ behind decisions. Some may lack the curiosity to discover the ‘why’ behind crucial decisions.
3. Indifference: Some leaders simply don’t care about the consequences of the organization’s action if it isn’t going to impact their compensation.
4. Old Corporate Conditioning: Not referring to the age of the executive leader, but rather the deeply ingrained, shared thinking within the organization that discourages questioning.
Which of these issues is the most significant? It depends on the context. But I emphasize the importance of addressing the first three. All these issues lurk in the shadows, ready to undermine an organization’s vitality if left unchecked.
High-performing leaders and teams share a common trait – curiosity. They create environments where curiosity is nurtured, strengths are harnessed, failure is acknowledged as a stepping stone to success, and questions are welcomed. They genuinely care about the consequences of their decisions.
I share with my clients that I view organizations like storybooks. It’s not the product, service, or solution that defines success; it’s about the narrative that organizational leaders craft every day they step into their roles. These narratives can even be likened to literary genres—some may be stories of Romance, others may unfold as Mystery/thrillers, and yet some may evoke a sense of Horror – channel Twitter (yes, I went there). Regardless of the genre, the outcome, whether triumph or adversity, can invariably be attributed to the actions and decisions of leadership.
Jim Collins reminds us, “The old adage ‘People are your most important asset’ is wrong. People are not your most important asset. The right people are.” In the context of leadership, the right people possess the courage to ask questions, the curiosity to seek understanding, and the care to ensure their organization’s story is one of integrity and success.
Now, let me share the Rest Of The Story – my client. My client, a Vice President at this organization, showed up fantastically. They embody the qualities of a high-performing and high-potential leader, continually bolstering their confidence in wielding their curiosity, business acumen, integrity, and intuition. It’s worth noting that this journey isn’t always a walk in the park, as I’ve described in this post – it has its challenges. However, they persevere because the critical work demands it and because they embrace the importance of showing up authentically.
Leadership, ethics, and the power of asking questions are intertwined, shaping the narrative of every organization. As professionals in leadership roles, we are responsible for upholding the values of curiosity, courage, and care, for these are the pillars upon which high-performing organizations are built.
Does your organization provide and protect space for curiosity, safety, and authenticity to allow people to be their best and most effective to drive the best organizational outcomes?