The Hindu Business Line : Human side of the CEO

How many times have you walked up and appreciated your boss sincerely? This is a question with interesting ramifications. Many times we hesitate because we’re afraid that the boss will assume that we’re indulging in flattery if not sycophancy. At other times we’re afraid of approaching him because he’s built such a formidable wall of aloofness around him. In either case the relationship with the CEO is not one that encourages a free expression of th oughts and emotions.

Deserves appreciation

In the normal course, it does not even strike us that the boss deserves our appreciation. We think that the “tough old sod doesn’t deserve any kind words from us because he’s just doing the job for which he’s paid so well.” Worse, “why should we appreciate him when all he does is nitpick and yell at us?” Sadly, “he doesn’t care about us; for him we’re just the servants who’ll help him get his next pay rise.”

All kinds of assumptions and perceptions prevent people from expressing their positive feelings for the boss and his performance. It’s important for the CEO to understand that the truth is paramount but behaviour is not necessarily driven by the truth. The truth and perception of the truth are vastly different and it’s perception that drives behaviour. To ensure that the truth and its perception are not widely different the CEO has to be totally committed to communicating continuously at a deep emotional level.

We’re so used to the dominant image of the boss that we can’t even imagine that he has a vulnerable human side. So we relate to him on the basis of the image; we perceive him as a machine and behave accordingly. We deny him his humanity! What can be a greater tragedy?

Feelings and emotions

CEOs are not automatons without feelings and emotions! They’re not robots impervious to human frailties. Like every one of us they too have psychological needs and blind spots. Unfortunately however, the rest of the organisation never really understands this. For his part, the CEO more often than not, clumsily tries to cloak, cover up or negate his own emotional needs. That’s because he believes that any display of emotion is a show of weakness. He’s mortally afraid of revealing any weakness because he thinks that the people around him will either lose respect for him or exploit his weakness. Shared emotions can strengthen relationships powerfully; but many people simply miss this opportunity.

The result is a yawning gap in emotional need satisfaction that breeds psychological ill-health. When the need for appreciation, encouragement, acceptance and, indeed, love is not recognised or is denied outright the internal mindscape is shattered. Conditions are then ripe for depression.

In fact I suspect that many people in leadership roles are actually on the verge of incipient depression. That is not something anyone wants to admit, explore or ameliorate. So the status quo ante continues until the inevitable breakdown occurs.

Such extreme outcomes can be prevented! Understanding the mental and emotional makeup of the CEO is crucial for the organisation if it is to deliver its potential. It could set the stage for a more spontaneous and natural interplay of relationships across the organisation. Trust and mutual support can then replace suspicion and manipulation.

Role of HR

This is where the HR specialists within the organisation can play a major role. Given their understanding of psychology and emotional needs, they can communicate and build access to the CEO. If they can establish a solid relationship of trust with the CEO, the pattern is set for the organisation to follow.

While their hierarchical levels are different the CEO must understand the insights that the HR specialist has to offer. He needs to trust and act on those insights. Sound HR practices need to begin right at the top. The HR Director can sensitise the CEO to his own emotional needs. She can explain and convince him that expressing emotions is necessary for healthy relationships to prosper.

This of course is easier said than done. Not for nothing is the CEO the CEO! It’s his mental strength, tenacity, decisiveness, analytical capability and ability to deliver results that has, after all, enabled him to reach the top. He’s a daunting package of skills, competencies, knowledge and, above all, supreme self-confidence. Penetrating the defences and entering into the fortress is no mean task!

Stressful environment

The current economic scenario is fraught with danger. Double digit inflation, unconscionable oil prices, meltdowns in global capital markets, war clouds in the Middle East and political brinkmanship, personal vendettas, obsolete ideologies and manipulation of voting blocs at home have combined in a web of worrying causes and scary effects.

The immediate prognosis is one of extreme stress in corporate environments. This is a time when mutual support has to be maximised in thought, word and deed. Else, we could soon witness an epidemic of depression, hypertension, diabetes and cardiac disease in the higher echelons of corporate leadership. So, what are you waiting for? Walk up to your boss and express your admiration for his leadership in these trying times!

TheLonelyCEO@gmail.com http://TheLonelyCEO.blogspot.com

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