Why just the other day, I heard an exec from a large Fortune 1000 corporation - after being politely asked to think about a solution that could possibly help their company run better and grow more - literally say: "I don't want to do that, let alone hear about it. I have no interest in doing anything other than what I am doing. It's not going to happen under my watch." Really. And who made him the all-knowing, king-of-the-hill, my-way-or-the-highway, master-of-the-universe, smartest-man-in-the-room, no-one-knows-better-than-me stud!? News flash: ignorance is not bliss; its wrong. On a whole host of levels.
Sadly, this selfish behavior is a serious problem across the landscape. A problem that not only impacts organizations that for some reason hire, employ and encourage this miscreant behavior - but extends into our society at large and has a negative, adverse effect on our socio-economics. And no, this is not a new problem. It's (sadly) been going on for ages. Indeed, Upton Sinclair once wrote, "It is hard to teach a man something new, when his job depends on not knowing it." Upton shoots, and scores!
So what gives. Why does this happen way too often, and why do so many organizations have bosses who just can't seem to fully embrace their fiduciary, servant leadership responsibility to do what's in the best interest of the entity they serve (and get paid by)? Why indeed.
Well, while the list is long, one big reason sadly, is the Russian Nesting Doll Syndrome (RNDS). And that's when small bosses (that's not small as in physical stature, but small from a mental and emotion intelligence stature) - hire or promote other, smaller bosses so that they won't be shown up and/or intimidated by management who can actually get it done, the right way. Overtime, the company ends up being full of management dwarfs (again, think mental/emotional competence, not physical).
You get the picture, right.
So what to do? Well, if I had the answer, I'd write a book about it and make a gazillion, for sure. But I'm not that smart. Far from it. That reality said, I do have one idea; an idea that might seem a little edgy and just may end of making things worse, not better - especially for those who deploy this strategy.
Here's the play: when someone makes an important no or yes decision that can (and/or won't) positively impact the company - and they make this decision based only on their own individual bias/ignorance/desires and do so using the words me, my or I - then look them in the eye and simply say, "so says you." Then watch what happens. Chances are, they will take your challenge and continue to talk (albeit with furrowed brow), or they will dig their heels in even more and quite possibly, throw you to the wolves - or worse. Either way, if they have the dreaded RNDS - nothing ventured, nothing gained.
RNDS is Bad. Challenging it is Good.
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