Management Decisions: A Love Affair with Status

The world of management can sometimes resemble a theater where different players don various masks. Underneath the mask of ‘decisiveness’ or ‘authority,’ there lies a deeply rooted human emotion: the desire for status. Many of our actions, especially in the realm of management, stem from this very sentiment. Let’s delve into how a management’s affection for their status influences their decisions and behaviors.

The Siren Call of Status

Since ancient times, humans have been driven by the need for status. From tribal chiefs to modern CEOs, the pursuit of status, power, and recognition is deeply ingrained in our psyche. This isn’t necessarily a negative trait. In many ways, it’s a survival instinct. Being in a position of authority or having high status meant access to resources, protection, and other benefits.

However, in today’s corporate landscape, this love affair with status can sometimes overshadow genuine relationship building qualities and long-term vision.

Fear of Losing the Crown

With status comes the fear of losing it. For managers and executives, this fear can manifest in various ways:

1. Resistance to Change: A manager who’s achieved success with a particular strategy or approach will inevitably resist new approaches or technologies. The unspoken reason? If the new approach fails, their competence, and thus their status, might be questioned.
2. Suppressing Innovation: Employees with revolutionary ideas can be seen as threats to a manager who’s more invested in maintaining the status quo. Such a manager might sideline or even suppress these innovations to maintain their position.
3. Credit Hogging: A manager deeply invested in their own status might take undue credit for team successes, further alienating team members and damaging morale.

Short-Term Thinking

A love affair with one’s status can lead to short-term decision-making. Instead of considering what’s best for the company five or ten years down the line, a manager might focus on immediate gains to boost their image now, at the expense of future growth.

Micro-management

Fear of losing status might make a manager involve themselves in every tiny detail. This not only stifles team autonomy and creativity but also indicates a lack of trust, which can corrode team dynamics.

Building Genuine Relationships

For companies to thrive, we might choose to recognise and address the pitfalls associated with a management team that’s too enamored with their own status. Some ways to do this include:

1. Promote a Culture of Growth: Encourage an atmosphere where failure is seen as a learning opportunity, and the primary goal is collective growth rather than individual glory.
2. Foster Open Communication: Allow employees at all levels to share feedback and ideas. This breaks the ‘ivory tower’ syndrome and helps in keeping managers grounded.
3. Training: Regularly train people to build genuine relationship skills. This can include recognising and managing their biases and fears.

In conclusion, while it’s natural for individuals, including those in management, to cherish and protect their status, it’s crucial for the long-term health of an organisation to recognise when this becomes a driving force behind decisions. After all, true relationships aren’t about clinging to a title, but about guiding a team towards a brighter, shared future.