Egos — The fastest way to kill growth
In a world that is fascinated with creating hubs for collaboration, “failing fast,” and design-oriented problem solving you’d think we’d all be experts by now in harnessing our greatest strengths as a team to accomplish amazing things. You’d think we’d actively decide as professionals that we can cut through the bullshit, see an opportunity, and work together to drive a truly amazing output that takes advantage of potential. But something is happening, a storm has brewed, one in which seeks to stomp the ever-living spirit out of good ol’ honest ‘teamwork.’ It’s the individual need to be THE one delivering THE idea or thought that creates that amazing output.
Now, I know where it’s coming from, it’s plainly obvious in a professional setting. You have an agenda, you’re looking to move along down your career path or you’re looking to become a leader amongst your peers on your craft — this is encouraged, and frankly necessary. But, to what avail? A few days ago I was prepping for a conference and was reading through the bios of the speakers. Something started to rub me, and not in a good way, and I started to feel anxiety and dread, “Why do all of these intros of people I’ve never met come off some incredibly arrogant, self-absorbed, and just plainly condescending?” And then I had an even more dreadful thought, “Oh shit, is this what I have become, too? Am I also parading around with a single sighted facade?”
We’re doing it to ourselves. Just yesterday I read a post from a guy who talked about how he can’t find any real talent to come work at his company because all they are giving him is a resume and a cover letter. Ok, I get that, I too think the hiring processes of the past should move over for some real, practical evidence of a person’s capabilities, but his answer wasn’t that. He was encouraging potential applicants to ramp up their online brand, to push out content around topics to make them seem slightly more competent, and to build online profiles that at least mention qualities he was looking for in candidates (like that’s not easily copiable). But, not once did he mention character, integrity, accountability, and value. Not once was there a real indication that attributes of teamwork, collaboration, and management of diversified ideas was something he’d be looking for — and he is based on the content his company pushes out. We’re seeing this singular-style behavior of self brand over authentic character everyday. I KNOW I am a guilty of it to because I am reminded daily of ways in which I need to inflict my relevancy into the world. But, when is what you’re saying online, doing online, and branding online going to be just that — an online persona? Why has establishing authenticity and credibility been trumped by the awe that comes with naming brands you’ve worked with? When does your personal brand stop and your team/company brand begin?
“If the rate of change outside exceeds the rate of change on the inside, the end is near.” — Jack Welch
Well, it’s a hard line to find it seems. Now, I am not saying that collaboration is failing because we’re all trying to build our personal brands. What I am addressing, and opening up to others, is how our view of ourselves as professionals, as people in the workforce, as contributors of hopefully a better world is leaving us sitting alone in a team of people. We’ve become obsessed with leading through opinion instead of with open, constructive challenges. We’ve deafened our ears to the experiences of others for the sake of driving our own vision. We’ve harbored and confined our ideas and communication in an effort to provide control over outputs and direction. And I believe all of this is coming from a place of fear of relevancy and perceived value at a time when team hacking solutions is encouraged in our problem solving efforts. And, again, we’re doing it to ourselves.
We all have something to offer, that’s what’s so great about being humans. We’re diverse, we’re different, we see the world through our experiences, but it’s recognition of that fact that makes for a truly innovative, inspiring thought. It’s acknowledging what you know in the context of what others know and humbling your view of the world to balance the two when appropriate. It’s opening up, listening, considering, and holding your opinions to yourself sometimes that can lead to great inspiration and learnings. It’s being authentic and real in your interactions, online and with your team, that make you someone others want to work with — and gives you the opportunity and privilege to surround yourself with those others to do great things.
In a world full of thought leadership and bold ideas, remind yourself ever so often of the vastness in this world. Let’s not force our intelligence. Let’s be patient with our feedback, letting ideas fully formulate for a second before we challenge their validity. And lastly, let’s be open in our movements. Mobilization, whether through thought leadership or speaking at conferences, is more successful when guided instead of dictated. Authenticity and enablement are qualities I can get behind. Heck, I might even quote you in my own personally branded thought leadership piece.
