Page 55 - Fearless Leadership

42 FEARLESS LEADERSHIP

tolerate you. They keep their guard up to protect themselves from feel-
ing devalued and unappreciated. A few may spar with you, but most will
withdraw.
Your behavior damages the confidence of others, especially those who
report to you. When you repeatedly focus on what is wrong and what is
missing, you demonstrate your lack of trust in their ability. In turn, others
begin to doubt themselves and stop trusting in themselves to make good
decisions. Over time, people abdicate their accountabilities to you, and
they shut down and shut you out. No one is willing to be used for target
practice, and you will lose the support of your group.
If your insensitivity extends to cultural differences, people will feel mis-
understood and not respected, and your behavior will lead to considerable
antagonism. Because we act upon cultural influences instinctively, we are
unaware of our most prevalent assumption: “Everyone is just like me.” This
assumption causes leaders to respond to people in the same manner.
Cultural insensitivity impacts people at the deepest level of their beliefs
and core values. This is particularly treacherous. People are often unfor-
giving when you trample on their traditions and way of life.
When you do not listen, you cultivate an unsafe environment where
people become resigned and do not speak up. People pretend to listen,
but they hold back because they know they have no real voice. (In
Chapter 6, we discuss how to take accountability for your impact on oth-
ers and restore the relationship.)

Blind Spot 3: Having an “I Know” Attitude
Leaders with an “I know” attitude have an answer for everything. Others
perceive them as petty tyrants, solution machines, human bulldozers, and
command and control autocrats. They leave others feeling exhausted,
diminished, angry, and insignificant. They are high maintenance and a
continual source of irritation.
An “I know” attitude is based on rigid and fixed views and the lack of
intellectual curiosity. Leaders with this blind spot stifle innovation and
change by constantly defending their beliefs and trying to prove they are
right and everyone else is wrong. Their actions communicate, “I have all
the answers and I don’t need anyone to tell me what to do.” For some,
there is a sense of false bravado, overconfidence, and arrogance.