An old familiar song from The Gallup Organization that has been around for over three decades that plays in the workplace says only about 30 percent of employees are genuinely engaged in their work. A line echoes loudly among the many verses in this somber melody – “People leave managers, not companies.” It is a stark reminder of a problem we’ve long recognized but struggled to address.
What adds to this is the social media platforms that have produced self-acclaimed, self-proclaimed leadership “gurus.” The prevalence of “leadership wannabees” on social media platforms exacerbates this issue. These individuals churn out recycled quotes and thoughts on leadership, often confusing young managers with their reliance on motherhood statements, platitudes, and clichés.
In traditional hierarchies, fear is often the primary motivator, enforced through positional power and control. However, successful leaders prioritize creating psychological safety in today’s interconnected and socially conscious world. By banishing fear, they liberate their teams to collaborate, innovate, and engage freely, unleashing their full potential.
And then there is the Trust Factor. Fear is a formidable obstacle to a company’s growth and potential. It stifles engagement and innovation. While some argue that fear can motivate, it ultimately erodes trust, which is the bedrock of motivation.