Yes, you.
YOU are a Cowardly Leader
So am I. We all are, at different points and in different circumstances. It happens when we ignore grievances or oversights that should be addressed. It happens when we fail to speak “truth to power.” When we fail to stand in front of our boss and stand on our principles. When we take a job knowing that we don’t have the same philosophy as the leadership and decide to be a “yes man” in order to keep the position.
I Don’t Have the Answer
I know that by writing a blog, there is an assumption that I will be able to point out issues, then supply answers. Or, at least, possible options. I have dealt with cowardly leaders for years and have been writing about them for several months. But I don’t have answers. I can’t tell you how to deal with the cowardly leader you might be working for right now. Every one is different.
In the past year alone, I’ve experienced the cowardly leader who, seemingly, is holding office for the prestige of holding an office, but delegates his authority to other elected officials. Standing up and making touch, controversial decisions isn’t happening. Holding employees accountable isn’t happening. I’ve experience a cowardly leader who is full of hubris and pretentiousness despite having no experience and no background in what he is doing. Nevertheless, he is the “expert”. I worked for a “traditional”, if there is such a thing, cowardly leader a few years ago who demanded loyalty above all else. By raising questions, and offering suggestions and options, I committed mutiny.
Every cowardly leader is different. When I slip into that mode, I don’t realize it until afterward. Some do it so often it is second nature. You do it for your own reasons.
How Do I Stop?
“The mere fact that you realize you need help means you are not too far gone.” Lucy nailed it. Just like anything else you want to be better at, realizing that you (and I) have cowardly leadership tendencies is the first step.
Second, spend some respective time with yourself and determine what lines you simply won’t cross. It’s much better to know what your boundaries are before the situation emerges, than to try and make that decision in the midst of an emotionally charged directive that goes against what you fundamentally believe.
Third, role play. What is a possible worst-case scenario that would involve you being asked/told to do something by a cowardly leader? What would you do and how would you handle it?
One thing I’m convinced is a non-starter: Pointing out to your boss that he/she is a cowardly leader, and offering to help. I’ve read several articles that talk about how you should sit down with your boss and point out an area that you could help with. That might work with someone who is NOT a cowardly leader and wants to be a true Leader. But cowardly leaders have their agenda and they are the experts. They were elected or appointed and therefore have the authority and control. The last thing they want, and the worst thing you could do, is to sit down and offer to help. I tried that once with a cowardly leader I worked for. I had a list of items I wanted to discuss and try and find some common ground (not tell him he was wrong, just find some way to make it work). Halfway through the second item, he stood up, slammed his hand on his desk, and berated me for coming in and telling how to do his job.
Cowardly leaders don’t need to be told how to do their job. They already know everything there is to know. So recognize that trait if you have it. Pay attention to how often you ask for input vs. how often you issue directives. Honestly dissect your management style.
We all are cowardly leaders at times. We all suck from time to time. The goal is to suck less.
II-49
