Written by: Subir Palit
About the author: Business leader | Motivational Speaker | Former COO, CMO | Current Country Head – Greenply Industries. He has over three decades of experience in marketing in consumer electronics and building materials industry
Marginalisation of smart employees at workplace, specially freshers ( new joinees) with more knowledge capital and wisdom has been prevalent in the past and continues even today due to feelings of self doubt and jealousy of those in current leadership positions as they are perceived as threats.
Knowingly or sometimes unknowingly such leaders allow their feeling of insecurity and current moods to become the climate of their organisation.
Systematically, these intellectually dishonest leaders in the organisation make it a point to appoint new employees and subordinates who are mediocre and are not the best options for the slots available. Their subordinates too follow the same pattern of hiring while forming their teams.
Within a short span mediocrity spreads all around impacting the overall performance and lead the enterprise to what can be termed as “Organisational Coma”.
In my three decades of professional career, I have been fortunate, that except for a very short period of time I did not face this dilemma. Since it was not possible to shift to other assignments within the company I was working I decided to cut my losses early and left the company soon. If your boss is insecure and intellectually dishonest your work dynamic normally is stressful, in effective and sometimes it gets difficult to maintain your self esteem and remain cool in the face of continuous attempt to undermine it.
There are so many signals but I am listing a few typical signs that your boss is not happy, not comfortable, sees you as a threat and the process of marginalisation has started -:
- Suddenly your opinions are not sought on strategic or even operational matters
- He avoids eye contact with you prefers communicating directly with your sub ordinates in meetings where even your Boss’s superior is present
- He stops being available for you even for some quick and brief discussions. May be he is hoping you will get the signal and quit
- You are missed out in critical memos or meeting and later told that it was inadvertent
- Your suggestions and recommendations are put down and you are told that you have not understood the issue in the meeting and your subordinates are appreciated and accepted
Throughout the progression of one’s career, a talented manager will have a chance to lead employees with more technical skill and know-how than himself. In such situations, it’s important to accept that: the more talented your team members are, the better your team’s results will be, and the better you’ll look for it!
The mantra is to learn how to manage talent efficiently, to optimize one’s team strengths and lead the company to success. The real source of energy behind the company’s growth and success comes from its people. Beyond doubt today, the knowledgeable and talented workforce is the one’s greatest asset. By investing and retaining them actually one is investing in the success of the organisation.
On the other side, leadership gaps are all too common and are typically driven by one factor, insecurity. All leaders may have insecurities whether or not they admit it.
Many leaders don’t realize how deeply their personal insecurities impact their managerial styles, and how habitual recurrent these behaviours can become if left unchecked. Not only does this trait manifest as undesirable behaviour toward subordinates but they are often embarrassingly obvious to the rest of the team.
Leaders who are honest with themselves and develop stronger self-awareness can make better decisions about what they need to change in order to improve.
The golden advice for bosses and companies when it comes to hiring and building teams was shared by Jack Ma at the world economic forum in Davos.