Stability and Leadership

Stability of relationship is important to me. Knowing where I stand with someone helps me build a connection that is flexible, knowledgeable and comfortable with that person. I tend to hold back with a person I’m not sure about.

In some friendships I’m able to just unload my frustrations about an issue or happening. I know they will hear me out and let me vent. If they have something helpful to say, they will share it. They won’t push back unless they feel my venting is unfair. They give me space to be me, then engage in discussion that’s positive and appropriate.

I prize that kind of relationship. It is one in which both of us can talk openly and honestly about a topic and search for better understanding. Together we can also piece together some working opinions. We do this jointly, not as a debate. It is a constructive transaction and builds a stronger relationship.

And laughs. Such friendships discover the fun and laughter of life’s idiosyncrasies. Comic relief is both fun and energizing.

Opposite of this relationship is one that is more competitive and judgmental. It may help participants sharpen their thinking, but not their emotions. In fact, the parties to this relationship most often select when and how to engage the relationship. Often they will avoid it entirely. They know the type of engagement that will occur, and if they are not up to it, they will avoid it.

Some work relationships follow the two types outlined above. One is open and constructive; a common task of learning, expanding knowledge and building working understanding are common outcomes of such relationships. The competitive work teams are often fraught with argument, debate and competitive choosing of sides. Hierarchy of authority is most often present. Threaten someone with lower authority with censure and watch what happens. Withdrawal of openness. Curt sharing of ideas. Productive ideas guarded, held back.

Now imagine this unfolding in a place like the White House.

The current work environment of the White House must be horrid. A lot of guarded conversations; opinions and ideas held back. Looking over one’s shoulder must be a common tic. Jumpy nerves and alertness to gossip. Who’s next? Who will exit the team? Who will take his/her place? How loaded will our work team be in the future.

Tensions rise accordingly. External contacts fall off as uncertainty grows. Our outgoing phone calls become guarded as well; both by us and the recipients of the calls. Tensions multiply outward as much as inward.

This becomes a crescendo of nerves and fear until the tension is released with a decision and action. From that comes a new balance of understanding and feeling. More or less tension depends on the nature of the decision and corresponding action. Has this made it better or worse? Time will tell.

The revolving door of the trump White House is an indication of the lack of clarity over agenda, issues and protocol. Policy is being made in the absence of knowledge. Guidance from the past is avoided due to lack of trust of that past. Normality is not present. But the atmosphere of discovery is lacking because people are fired for their opinion and recommendations. Thus lack of trust among teammates grows.

This White House lacks comity and trust. Without it exploration and discovery is missing.

Leadership is all about pulling resources together and then building a vision of where the team is headed. Together they define it. Together they build the methodology. United they speak coherently about the vision and agenda.

This does not describe the current White House. It is scary.

Democracy relies on openness, honest exploration and discussion. From this consensus emerges and leaders use this to move forward. Leaders draw out coherence of thought from this process. Then they lead with it.

Such is not the current case. we tremble.

March 16, 2018