The Great Communication Conundrum: When Leaders Say “Do as I Say, Not as I Do
Why managers’ culture complaints may be a case of the pot calling the kettle black
Once upon a time, in a land far, far away, lived the exemplary leaders of legend. These mythical creatures would not only respond to emails and phone calls in a timely manner, but they would also remember the name of every employee’s pet goldfish, attend every company softball game, and never leave a single message on “read.” And they all lived happily ever after…or so the story goes.
In reality, we live in a world where leaders lament the woes of company culture, bemoaning employees who seemingly don’t care about client needs and fail to represent their organizations well. Yet, curiously, these same leaders often struggle to respond to emails and return phone messages themselves.
Let us dive into this comical paradox, and see if we can emerge with some semblance of understanding.
First, let us examine the curious case of the “Black Hole Inbox.” The Black Hole Inbox is a phenomenon experienced by many leaders, in which emails mysteriously vanish into the abyss, never to be seen again. Scientists have yet to determine whether this is a result of cosmic forces or simply an accidental click of the “delete” button. Whatever the cause, this puzzling quirk of leadership seems to occur exclusively when employees are seeking guidance or input.
Next, we have the “Phantom Phone.” Much like its spectral namesake, the Phantom Phone rings and rings, but when it comes time to answer, our fearless leaders are nowhere to be found. This mysterious device also has the uncanny ability to send calls directly to voicemail, seemingly without any input from its owner. Researchers suspect that a mischievous poltergeist may be responsible, but have yet to catch the culprit in the act.
But why does this hilarious hypocrisy persist? Some say it is due to a condition known as “Busybodyitis,” in which an individual becomes so consumed with their own tasks and responsibilities that they forget to communicate with the very people they are supposed to lead. This ailment, while not contagious, can spread through an organization like wildfire, turning even the most dedicated employees into disillusioned cynics.
So, what can be done to solve this uproarious riddle? The answer, dear reader, lies in a little thing called accountability. Just as leaders expect their employees to embody the values of their organization, so too must they hold themselves to the same standard. Only then can the veil of hypocrisy be lifted, and the kingdom of effective communication restored.
The next time a leader laments their employees’ lack of commitment to clients or company values, they might want to check their own inbox or voicemail first. After all, as the old saying goes, “You can’t lead others until you learn to lead yourself.” Or was it “A watched pot never boils”? In any case, let us hope for a future where leaders and employees alike can navigate the treacherous waters of communication with grace and, most importantly, a sense of humor.
