Typically, executives have a more favorable view of the organization’s culture than others do. Why?

Leaders views are skewed

1. Are paid the best. Pay is only one of a half-dozen variables that affect satisfaction, but in general having more pay feels good.
2. Have more control. Decision making and access to resources enable senior people to feel more in control of their environment and results. Not feeling in control increases stress. In extreme cases, it leads to depression and helplessness. Call Center representatives have stressful jobs, for example. They can’t control their shifts, the number of calls in the queue, their quotas for the day, and they are not allowed to express negative feelings such as sadness, frustration, anger, or hurt while speaking with clients. They must stay in their seats according to a schedule, take calls according to the system, and carefully regulate their feelings according to the rules. Although managers and above may work more hours, they have a great deal more flexibility to do their work independently, shape their own schedules, and choose their own methods. This gives leaders a more favorable impression of work.
3. Don’t hear all the bad news. It is unwise to be a bearer of bad news to one’s superiors. Like bearing coal, the soot remains on the hands. The bigger the organization and the higher the rank, the less a manager actually know about what’s not working.
4. Collaborate with other executives to influence outcomes. They feel a part of the process and therefore are more committed to decisions and “what is”. Greater group participation increases commitment to the groups and results.
5. Have more to loose by admitting something is wrong within an organization, since it might reflect badly on their abilities or career.
6. Have a natural affinity for what they created. One is fonder of one’s own offspring than another’s.

Seldom are leaders conscious of these filters. I call it the halo effect, because it affects those up in the clouds.

Everyone thinks everyone else sees the world as they do. This is true for the most and the least powerful. Executives have a positive bias; the rank and file often have a negative bias. So it goes.

In order to move from the present, to the future, one must accept what is.

Executives must accept that others aren’t as optimistic. The least powerful must accept that not everyone sees their darkness. Clinging to the past, focusing on what should be, and complaining block all progress.

Adaptive people and organizations use data for feedback, not judgments. Feedback is fertilizer for an organic culture. All feedback is great, for it enables targeted growth. Which organizations with lead in the future? Those that resist knowing, or those that insist on knowing?

It’s a sign of character

to receive less-than-excellent news, without taking it personally. We are not the numbers. We can be unhappy with bad numbers without having the bad numbers make us unhappy. Our numbers can be bad without our numbers judging us bad.  It is important to choose our emotional states if we want to improve.

To conjure creative solutions, we must be in a creative mood. First we accept what is, so we can rationally evaluate the data and learn from it. Then we give ourselves permission to change the past by creating a new future.

Leaders who accept “what is” without wasted energy are greatly exalted. On the other hand, those who run from or bury bad news and will never again be trusted with the gift of honest answers.

Water what you want to grow.

Reinforce what you desire. Show them you want honesty and feedback, and they will show you respect and admiration.

Keywords: change leadership, culture assessment, organizational leadership, flexible organizations, culture tune up

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Michael Cushman, The Engaging Guru, wants you to master enrolling others in your truth, get the goodies of life, and change the world.  www.engagingchange.com