In one of my regular e mail discussions with one of my greatest mentors he gave me a wonderful insight about how people can be abused in the modern world of management. I have his permission to reproduce his comments on my Simplicity Blog and for me it is an absolute honour. I have learned a lot from this man – his opinions are ALWAYS worth listening to.
Here goes – By the way I’ve changed names and initials to protect identities:
“I've just had a very sad conversation with Jane. She, just like you and I were in those far off days before regime change, is absolutely passionate about this place and getting it right for the patient.
It looks very much as if she is being side-lined and seconded to some non-post.
Ever since JC left and successor appointed, this organisation has been slipping backwards to the behaviour and ethics that prevailed in the short fat bloke's reign that you and I remember so well - nothing so overt or aggressive just insidious undermining dishonesty/uncertainty/lack of trust. Jane is not the first that it has happened to and no doubt won't be the last.
It got me thinking about how much we take our cues from our leaders and the impact, either direct or by implication they have on our work no matter how diligent we are.
Jane was postulating about what she actually achieved and might it be better, or at least no worse, should she not be around. But like any leader I tried to reassure her that she sets the tone; its intangible, its unwritten, unquantifiable. An organisation reflects its leader's behaviour, standards, pace and direction.
JC, for all his faults, brought a different and more agreeable feel to this organisation after the short fat bloke was ousted. I don't really have to tell you that. Just wanted a rant at the injustice of it but again, as I've told Shelly, you and I both ended up in a far better place.”
Thank you Mr Mentor!