An interesting read from : Publication:
The Economic Times Mumbai; Date: Jan 1, 2011;Section: Career & Business; Page:
4
MY phone rang early one Monday.
It was the president of an MNC for whom I’ve been providing HR services. “Joe just
resigned,” he sounded worried. “We’ve got to do something to talk him out of
it.” I headed for Joe’s office, wondering why someone with such a bright future
would forfeit an opportunity for the dream job that was within his grasp. He
was a key player under consideration for at least four vice-president-level
positions in the company’s succession plan. Losing him would mean a tough blow
for the organisation. I asked Joe why he was leaving. After a long pause, he
said, “I cannot sit idly by while this company trades the future for
quarter-to-quarter results. We’re not positioning ourselves for ongoing
success, and I don’t think this way of operating is sustainable. I’ve done
everything to convince leadership to adopt a different approach, but they’re
not listening. I want out before this house of cards collapses.” Later the CEO
called me and recounted his conversation with Joe. Rather than examine the
reasons behind Joe’s departure, he rationalised the events and decided it was
in the company’s best interest for Joe to leave. “We don’t need somebody around
here who doesn’t embrace our way of doing things,” he said. This was the first
clue arrogance was running that company.
Here are some signs that you
might watch out for in your own business. You hire and develop great people but
fail to listen to their input if it is nonconformist Your company rationalises
mistakes Your company focuses exclusively on financial success with little
regard for social impact Your leaders dictate more than they listen The company
underestimates competition and minimises their success Your leaders pat
themselves on the back when the company succeeds financially, even though
success is derived from market forces rather than actual performance Your leaders
believe the company can't fail Access to top leadership requires wading through
layers of bureaucracy There is a focus on amassing the trappings of success:
large offices, chauffeured cars, private jets etc Your company suffers from
‘Not Invented Here Syndrome,’ believing it holds the monopoly on great ideas
Your company doesn't become a partner in a merger; it takes over, losing the value
of the culture and learning from the other organisation
If you answered ‘yes’ to more
than six of these signs, your company has a dangerously high arrogance index.
As a leader in such an organisation, it’s time to take stock of the culture
you’re creating. Arrogance can lead to
