More seasoned, experienced, and senior leaders often get involved with matters across the organization. In their attempt to add value and make others more effective, they commonly direct traffic, issue orders, call for meetings, and create strategies for addressing problems. They jump right over those below them who operate the ship. In their desire to help and feel relevant, they often become more involved than they should be.
I see this quite often in frontline work too. I suspect the root cause is purpose. Those hard workers who will give their blood, sweat, and tears deserve our respect. They also have earned the pull they have. We should treat them with respect and communicate they're valuable (as long as they are not doing anything unethical, immoral, and/or illegal).
In retail and hospitality, everyone is replaceable (I suspect this is true in others too). We'd be wise to keep in mind if we're looking for a "savior," we're nearing or already at the fourth stage of decline: thinking one person can save everyone (Collins. 2009).
Not sure about where we are on your stages of decline, Joe... but we do think any leader's obligation is to create heaven inside of any hell they find themselves in.
More people who can find their way to using senior leaders as a resource instead of an authority are on a path to make their situation better.
Do you think there is something in front line retail that might make leadership more susceptible to being treated like authority? or less?
You allude to higher turnover and "everyone is replaceable" -- might that be a reason to see your observation more pronounced in front line work?
I believe there are a lot of Theory X Types in leadership (McGregor. 1960). This makes sense given constant grind of frontline work. Perhaps this is why. Additionally, most of what we do is unsexy, dirty, and manual.
Purely an observation, when one works in unskilled labor.
Good morning,
So true.
I see this quite often in frontline work too. I suspect the root cause is purpose. Those hard workers who will give their blood, sweat, and tears deserve our respect. They also have earned the pull they have. We should treat them with respect and communicate they're valuable (as long as they are not doing anything unethical, immoral, and/or illegal).
In retail and hospitality, everyone is replaceable (I suspect this is true in others too). We'd be wise to keep in mind if we're looking for a "savior," we're nearing or already at the fourth stage of decline: thinking one person can save everyone (Collins. 2009).
Thanks for your time.
Have a good day everyone.
Not sure about where we are on your stages of decline, Joe... but we do think any leader's obligation is to create heaven inside of any hell they find themselves in.
More people who can find their way to using senior leaders as a resource instead of an authority are on a path to make their situation better.
Do you think there is something in front line retail that might make leadership more susceptible to being treated like authority? or less?
You allude to higher turnover and "everyone is replaceable" -- might that be a reason to see your observation more pronounced in front line work?
I like the heaven inside hell reference.
I believe there are a lot of Theory X Types in leadership (McGregor. 1960). This makes sense given constant grind of frontline work. Perhaps this is why. Additionally, most of what we do is unsexy, dirty, and manual.
Purely an observation, when one works in unskilled labor.
Thanks for your response.
-Joe
This subject deserves more time and space. You left mentoring off, both formal and informal. This is a subject that should not be generalized!
Just three minutes at a time, Bradley.
Here are some previous thoughts on mentoring you might find beneficial:
https://admiredleadership.substack.com/p/the-best-way-to-learn-is-to-teach
https://admiredleadership.substack.com/p/a-better-way-to-approach-potential
The concept of reverse mentoring is surprisingly new to a lot of organizations.
https://admiredleadership.substack.com/p/what-senior-team-members-want-but
Thanks, Doug... because you'd like to be approached like this more often?