Employees in abusive systems often feel they need to lie in order to protect their jobs.
Lying is a horrible thing for any culture but telling the truth in many corporate cultures can be hazardous to your health.
One "shutdown" of any single employee for speaking his or her mind and they may never venture an effort at expressing themselves again.
Others will see and become fearful for their jobs and careers.
These employees can become scared to death to speak their mind knowing that with a simple flick of the pen they will be out of a job and without a source of income.
It is generally much safer for such employees to silently acquiesce or worse actively agree with policies or ideas they are opposed and taking the hit to one's conscience and self-esteem but to still receive a paycheck rather than a "pink slip" at the end of the week.
Employees in abusive cultures tend not to raise their head above the mediocre crowd for fear it will be chopped off.
This is a fact of life for many employees in these types of corporate cultures.
Ironically, many of these same abusive cultures that retaliate against employee outspokenness regularly encourage employees to express their opinion.
Initially, the bosses are just posturing as is common with most hypocrites but are quick to eradicate unwelcome opinion behind closed doors.
The greater insult is when beaten and discouraged employees sit in quiet terror and their dead silence is interpreted by the abusers as assent.
Should the disagreement be over ethics as it often is then damage to one's self esteem will ensue.
Not surprisingly, this type of abusive system creates a kind of "brain drain" with the more outspoken employees, which are often the more creative and innovative bursting with ideas and suggestions, leaving while those that cower in fear and silence remain behind to follow blindly the increasingly uninformed and isolated leadership of the abusive executive office.
Corporations of people working together tend to conformity and gravitation towards the mediocre mean.
This is the phenomenon that good or even great leaders are up against as they do their best to develop cultures of high productivity and excellence.
Defeating this gravitational pull towards mediocrity, deception, and cultural breakdown requires resolve and total dedication by leadership to their highly valued partners, their employees, and to the values that as lived out in daily corporate life will make them collectively great.
CEO'S must be ruthless when it comes to ferreting out those harmful and collective behaviors that mediocre organizations gravitate by default and must be equally passionate about serving those employees that partner with them to gain the prize of team excellence.
If you want innovation then value innovators even those whose ideas are better than yours.
If you want truth tellers then prepare to be humbled and to take action when you are informed of the things you are doing to inhibit your own progress.
If leaders want respect then they must give and earn it from those they lead.
It is the CEO and his team of leader's signal challenge to demonstrate the foundational and true values of honesty and trust and respect to their partners in greatness, their loyal employees.
Lying is a horrible thing for any culture but telling the truth in many corporate cultures can be hazardous to your health.
One "shutdown" of any single employee for speaking his or her mind and they may never venture an effort at expressing themselves again.
Others will see and become fearful for their jobs and careers.
These employees can become scared to death to speak their mind knowing that with a simple flick of the pen they will be out of a job and without a source of income.
It is generally much safer for such employees to silently acquiesce or worse actively agree with policies or ideas they are opposed and taking the hit to one's conscience and self-esteem but to still receive a paycheck rather than a "pink slip" at the end of the week.
Employees in abusive cultures tend not to raise their head above the mediocre crowd for fear it will be chopped off.
This is a fact of life for many employees in these types of corporate cultures.
Ironically, many of these same abusive cultures that retaliate against employee outspokenness regularly encourage employees to express their opinion.
Initially, the bosses are just posturing as is common with most hypocrites but are quick to eradicate unwelcome opinion behind closed doors.
The greater insult is when beaten and discouraged employees sit in quiet terror and their dead silence is interpreted by the abusers as assent.
Should the disagreement be over ethics as it often is then damage to one's self esteem will ensue.
Not surprisingly, this type of abusive system creates a kind of "brain drain" with the more outspoken employees, which are often the more creative and innovative bursting with ideas and suggestions, leaving while those that cower in fear and silence remain behind to follow blindly the increasingly uninformed and isolated leadership of the abusive executive office.
Corporations of people working together tend to conformity and gravitation towards the mediocre mean.
This is the phenomenon that good or even great leaders are up against as they do their best to develop cultures of high productivity and excellence.
Defeating this gravitational pull towards mediocrity, deception, and cultural breakdown requires resolve and total dedication by leadership to their highly valued partners, their employees, and to the values that as lived out in daily corporate life will make them collectively great.
CEO'S must be ruthless when it comes to ferreting out those harmful and collective behaviors that mediocre organizations gravitate by default and must be equally passionate about serving those employees that partner with them to gain the prize of team excellence.
If you want innovation then value innovators even those whose ideas are better than yours.
If you want truth tellers then prepare to be humbled and to take action when you are informed of the things you are doing to inhibit your own progress.
If leaders want respect then they must give and earn it from those they lead.
It is the CEO and his team of leader's signal challenge to demonstrate the foundational and true values of honesty and trust and respect to their partners in greatness, their loyal employees.
Source...