Such a great, necessary article. Managers, supervisors, directors and CEOs can come off as delusional people because many think they have and/or foster an open, honest environment and that they’re approachable or that any employee with something on his/her mind will say it/talk about it–simple. The truth is that there are clear power dynamics that generally prevent these things from being the case…no matter what they say or what they ask you. In most cases, if I speak my mind with someone in a leadership position at work, that means that I can accept possibly losing my job (and probably already have one foot out the door anyway). I’m talking about problem situations at work and those times when your ideas clash with what is already being done and/or what others want to hear https://impotenzastop.it/.
I also must point out that 95% of the time when I’ve spoken to someone in a leadership position at work about anything, I’ve experienced some form of dismissal–even if the leader did ultimately try to do something positive/helpful as a result of the conversation.
I could quote several gems from this article, but let’s go with the following:
If employees are afraid to speak up, engagement suffers, learning moments go unrecognized, misconduct goes unquestioned, and innovations go unrealized.
…you can be friendly and well-meaning, but certain labels you carry with you can override those characteristics and define that relationship for others.
Those labels might be job titles, such as “boss,” “head of HR,” or “CEO.”…Even as organizations pride themselves on being nonhierarchical, these social strata persist.
Reacting negatively to being challenged — with overt anger, dismissal, or disinterest — means that you’ll be challenged less often in the future.
