Page 28 - Fearless Leadership

What It Means to Be a Fearless Leader 15

The Unspoken Organizational Norm
Unproductive behavior is banned in principle but tolerated in
practice.

In every organization, you can find a lack of teamwork, ineffective work-
ing relationships, and leaders who are not aligned. In a business-as-usual
environment, low behavioral standards are tolerated, and people avoid
unpleasant or uncomfortable conversations.
When was the last time you had a difficult conversation with an indi-
vidual or put an issue on the table that made everyone uncomfortable?
The more important question is, “What important conversations have you
been postponing or unwilling to have?”
Because people are uncomfortable discussing behavior, they avoid the
real issues and allow problems to fester. Most people do not know how to
talk about behavior and blind spots in a positive manner, so they don’t.
Their belief is they have less chance of damaging the relationship by not
talking about sensitive issues. When leaders do not deal with behavior in
a consistent and effective manner, a new organizational norm emerges;
unproductive behavior is banned in principle but tolerated in practice.
Without knowing it, you may be endorsing a behavioral standard that
is undermining your leadership effectiveness and eating away at organiza-
tional performance. Leaders become so accustomed to unproductive
behavior that they silently endorse it. When the real issues are not
addressed and leaders are unwilling to confront their blind spots, people
slow down or halt the progress of initiatives and change efforts.
Let’s begin by examining the organizational norm that exists by default
on your team or in your company. Answering the questions in Exhibit 1-1
will help you examine the behaviors you are tolerating in yourself and
others.
Putting up with inconsistent and low standards of behavior impedes
your effectiveness and thwarts organizational change. If you are tolerating
something, chances are you are either unaware that you have accepted sub-
par behavior, or you are resigned that you cannot influence the change
that is needed in your organization.