Sirajuddin Aziz<\/p>\n
Humans, over centuries and with the progressive growth and decay of civilisations, have learnt the art of accepting and entertaining \u201cdissent, criticism and correction\u201d with tolerance and some grace too. There are few pockets where the guillotine for disagreements is still in active use… only the format has changed. The monarchies of the Middle East and developing countries are excellent examples. In the world of business, commerce and industry, a challenge to authoritarian behaviour is handled decently, in accordance with the introduction of best practices of good governance.
\nAt the corporate level, where the manager is balancing the corporate and personal objectives of team members, the need for the skills to manage moods and temperament is critical. In this milieu of confusion, confrontation, discord, dispute and opposites pulling by all and sundry only adds to the imperative need for the skill to harness the team. Many a time I was called upon to intervene by my direct reports. The demand essentially relates to suppressing egos, aggression, pursuit of personal agendas and the unharnessed human instinct to demonstrate power and to make others look bad. A delicate job for the leader to bring order.
\nIn my experience, most disputes on the floor get easily settled if they are allowed to be voiced. Stifling or muzzling of opinion is always fraught with danger of a ticking bomb. Supervisors must encourage dialogue, discourse and debate.
\nThe political world creates leaders (elected?) by the followers (masses, basically illiterate). During election time these individuals come down from their high pedestal to shake hands with the man on the street or to even break bread with them, the impoverished. Once elected, they drive in convoys and cavalcades and the gun-toting law enforcers clear the way for them by threatening the followers with the trigger and an even more ferocious look in their eyes of \u201chow dare you come in the way of the leader\u201d. Politicians and the other powerful forget that it takes just one man to bring down the arrogance to bite the dust.
\nIn the corporate universe again, power is instituted into an office by virtue of laws, rules, regulations, best practices and the overall legal and regulatory framework.
\nThrough this piece I am attempting to exhort those who report, including the CEO \u2014 by whatever nomenclature he\/she is known \u2014 to gather the use of their spine and stand up to express views, opinions and suggestions for the wellbeing of their institutions.
\nPersonally, I oscillate between the orient management culture of consensus to the high-handedness of the Western way of management \u2014 but it is balanced in terms of equity and justice. Either diktats or consensus cannot be used with unannounced motives, for if it is undertaken with a negative bent of thinking, it is bound to blow up someday on the face of the leader. Avoid consensus and dissent that do not have their roots immersed in positive outcomes for the situation.
\nSome leaders\/managers, in order to seek control over others, resort to aggressive behaviour… they are capable of saying to an erring colleague of the team, \u201c\u2026hope you know who puts butter on the toast\u201d. A stark reminder that \u201cwe shall play demi-god because the reviews and annual appraisals are done by us\u201d.
\nNever get into a situation where you begin to develop inner appreciation that your thoughts, views and explanation thereof will be liked. They may not. Prepare for that too. Avoid being defensive with the powerful when challenged \u2014 resist politely the push.
\nTo bolster your confidence while voicing disagreement, never fall prey to the thought that by offering a counter view you damage your career prospects or even relationships… the consequences are always less dramatic than assumed. To play safe, it is never a bad idea to engage and meet up with the most important (powerful) stakeholder before the Boardroom event. Also, in provocation, do not lose grace while launching your comments. In dialogues, be precise and concise in your responses. Don\u2019t give any opportunity to the powerful to get back, especially if the individual is nasty, arrogant and rude.
\nLet me turn to powerful managers who face dissent. A manager gathers better knowledge and understanding only if dissent is listened to and accepted for validation to reconsider. A manager with unlimited power is a manager to be distrusted. No manager worth his salt would be scared of a debate or dissent. The voice of dissent must be heard if the organisation is to achieve corporate longevity…
\nIf anyone dares not to follow the acceptable standards of behaviour of the type liked by the powerful supervisor, such individuals make themselves prone to receiving remarks like \u201cDo as I say, not as I do\u201d, attitude.
\nPower exhibits itself. The manifestation is seen by colleagues, even if the powerful manager is oblivious of it. People who can hire and fire, give or deny benefits, bonuses and increments are considered as powerful. A fallacy, but a reality too.<\/p>\n
The writer is a Senior Banker & Freelance Columnist.<\/p>\n","protected":false},"excerpt":{"rendered":"
Sirajuddin Aziz Humans, over centuries and with the progressive growth and decay of civilisations, have learnt the art of accepting and entertaining \u201cdissent, criticism and correction\u201d with tolerance and some grace too. There are few pockets where the guillotine for disagreements is still in active use… only the format has changed. The monarchies of the […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[10],"tags":[13449],"class_list":{"0":"post-475271","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-article","7":"tag-sirajuddin-aziz"},"yoast_head":"\n