In the current context filled with uncertainty, those of us who benefited from leadership and development support can fare significantly better than those who haven’t yet accessed the same programs or support. It can be explored as a conversation about privilege.
In addition to the fact that access to exec coaching or other great developmental intervention, it reinforces ranks and hierarchy in the organization, it creates a self fulfilling prophecy and reinforces the performance gap we so often hear complaints about instead of creating opportunity to take responsibility and develop people.
One of the unintended impact of powerful external tools and functional expertise is sometimes the deresponsibilitation of the leadership team to create a supportive social contract where w, as team members engage in conversation, in workshops to make sure we co-devleop each other. This is really powerfully and efficiently done in the form of co-development circles where executives, middle managers, share their concern, give each other honest feedback on a regular basis to cross pollinate and give each other the best chances to succeed.
It works best when the organisation is mature enough to create psychological safety.
Sometimes I wish we could ask ourselves : Do I leverage my privilege as a leader by recognizing it and giving people access to it in times of need, or do we revert back to old habits under pressure and forget our privilege, making people believe it’s their fault or because they are inadequate?
Conversation about ranks and privilege are everywhere. To create change we need to track and address the patterns at work in all corner of our behaviors.
Keep the community rollin’ by commenting on your own experience on how you relate to this in your workplace.