Jocko Willink and Leif Babin wrote that in their excellent book, Extreme Ownership I wish I had made such a powerful observation, but alas.
The truth is, the software system that you have is the result of your leadership.
Do you think it’s your employees’ fault? In the unlikely event that they genuinely don’t know what they’re doing, you hired them.
Coupling got out of control? Where were you to ensure it didn’t?
Toxic employees drive away top performers? Why didn’t you protect your people?
Are your people not producing a plan to correct course? Would you even support them if they did?
Your organization’s state is the result of your leadership. You send signals through what you tolerate.
Willink and Babin write:
…it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard. (Extreme Ownership p54)
Only you can change incentives to enable the change that you want. But it’s probably going to look different than what you’re used to. Are you prepared to get uncomfortable and make the necessary changes? Are you prepared to lead?
If a stream of capable, talented people has come into your organization and failed to achieve orbit, maybe there’s something about your leadership that blocks the change you’re looking for.
There’s no technical solution to poor leadership. But there’s good news! You can change.
You might start by reading Extreme Ownership and embracing the reality that what you have is the result of what you’ve done and who you are.
Once you have the humility to accept that, you’ll have a shot because your organization is certainly not going to change before you do.
