I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
Margaret J. WheatleyRead
Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.
Interpretation
This quote highlights the detrimental effects of leaders prioritizing their own power over the productivity of their teams.
Margaret J. Wheatley emphasizes that when leaders focus on maintaining control rather than fostering a productive work environment, they undermine both the motivation and capacity of their employees. This choice often leads to a toxic organizational culture where the effectiveness of the team is compromised for the sake of individual authority, resulting in a decline in overall productivity and morale.
In practice
In a leadership seminar discussing effective management practices.
I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
In our daily life, we encounter people who are angry, deceitful, intent only on satisfying their own needs. There is so much anger, distrust, greed, and pettiness that we are losing our capacity to work well together.
Our willingness to acknowledge that we only see half the picture creates the conditions that make us more attractive to others. The more sincerely we acknowledge our need for their different insights and perspectives, the more they will be magnetized to join us.
They have eliminated rigidity, both physical and psychological, in order to support more fluid processes whereby temporary teams are created to deal with specific and ever-changing needs. They have simplified roles into minimal categories; they have knocked down walls and created workplaces where people, ideas, and information circulate freely.
It's not differences that divide us. It's our judgments about each other that do.
Perseverance is a choice. It's not a simple, one-time choice, it's a daily one. There's never a final decision.
A director makes 100 decisions an hour. Students ask me how you know how to make the right decision, and I say to them, 'If you don't know how to make the right decision, you're not a director.'
I enter on the trust to which I have been called by the suffrages of my fellow-citizens with my fervent prayers to the Almighty that He will be graciously pleased to continue to us that protection which He has already so conspicuously displayed in our favor.
The great defence against aerial menace is to attack the enemy's aircraft as near as possible to their point of departure.
Team members have to be focused on the collective good of the team. Too often, they focus their attention on their department, their budget, their career aspirations, their egos.
It is not enough to have a talented designer; the management must be inspired too. The creative process is very disorganised; the production process has to be very rational.
To find a clear identity for the team - that is not about buying certain players for a lot of money. It is about getting players who want to play the right way.
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