Here’s a theory on an all-too-dominant management mindset (whether or not it resonates is up to you):
- People are components of the organization
- To function, a certain number of each component is necessary
- Each component is essentially identical
- Replace as needed
That list doesn’t describe every organization, but it probably fits the unfortunate majority. Teams that buy into this theory tend to have a number of chronic problems (high turnover, absenteeism, burnout, etc.) because their people don’t feel essential, supported, or valued. It’s no big deal when someone quits or is fired. You just get another, fill that generic gap, and you’re good. Need a manager? Find someone who ticks the right boxes, and plug them in. It should work.
This kind of thinking devalues social networks, experience, commitment levels, intuition – any number of characteristics that make the difference between an innovative, creative, high-energy team, and the dulled, hellish, depersonalized work environments that overwhelm the majority of employees these days.
Transformational leadership starts with recognizing that employees may share exactly the same backgrounds/qualifications on paper may nevertheless produce wildly different outcomes depending on what they enjoy and/or who they get along with.
