The Black Holes In a Leader's Universe

Let me just get straight to the point:

The universe does not exist of leaders and followers only!

There, I said it.

In every group, formal or informal, you will find people who do not have the best intention with your interests, with the group's or their own for that matter. In fact, some of them might even be self-destructive. Though the most common among them is the selfish kind. Some might act as follower for a while but always in their own interest. Or they may convince others to follow their path of selfishness, but that does not deserve to be called leadership. They are a minority, but a dangerous one. Sowing bad seed whenever and wherever possible, workplaces included.

People who are determined to put their own interest before anything or anyone, will not easily associate. Dissociation seems to be their standard modus operandi. Any effort to engage with them is therefore likely to fail, unless it serves their interest. Are they worth writing a blog about? No. However, it may be worthwhile to investigate how to recognize these black holes in your universe before they suck all the attention away from what really matters. Especially for those of you who have the courage to dedicate your lives to leading others.

Authentic leaders, more than any, will show their vulnerability to those they lead. Getting hurt is a part of the deal. It is, however, a whole different ballgame altogether if the hurt becomes intentional.

Here are some signs that may help you identify them within your group:

• malicious gossip; if they talk about others with you, they will talk about you with others
• no support, only opposition; bringing (your) leadership in question is their automatic response to a glitch, whereas you will not hear them if the course remains otherwise steady
• 'them against us' mentality; they have a natural tendency to put the blame for everything with the other party, preferably with those in a position they hold responsible for their own position
• inconsistencies; it involves people without scruples, not short of telling a lie or two
• lack of commitment; they are the 'friends' who are absent in times of need

It is not my intention with this blog to instigate a witch hunt in your community or organisation. If at all I would suggest an approach, it would be engagement. You may find these signs with people who are in fact willing to lead or follow, but have been disappointed along the way. Engage. And when it fails, try again. But as I said, you will run into individuals for whom this will never work.

Now you know.


Have you ever identified a black hole in your universe? How did you deal with it?

The Thing With Common Sense

Whatever definition you use for common sense, it usually refers to particular knowledge attributes which most people already have, or which the person using the term believes that they do or should have. A regularly used statement for common sense is: "Just because you can, doesn't mean you should."

But what if everyone around you shares a belief which you don't? Does it make your opinion less true? Shouldn't you be acting on your thoughts then? Before science hit us with its truth, people thought the earth was flat. The possibility of falling of the edge of the world was common sense at the time. Thinking differently would have exposed you to mockery at the least, but more likely to facing the inquisition for blasphemy. Even to this day, your life can be in danger in some places where your beliefs, be it religious, ideological or simply political, are a minority.

How can you tell that common sense makes sense?

I don't think you can! Common sense is not always based on facts. Actually, it navigates quite often between science, pseudoscience or just popular belief. Between realism and idealism.

Why do we use it so rigorously?

Sharing beliefs gives us a sense of significance, comfort and security. The more we share, the more it takes refuge in our social DNA, as fundamental patterns of our behaviour.

Is that a bad thing?

Jein (this is a portmanteau of the German equivalent for 'yes' and 'no'). Many of our daily choices are made on our built-in automatic pilot, also known as our conscience or ethical compass. At times when you turn indecisive, a quick check with the majority opinion or what your peers are doing, can ease your passage through life. But that is also a pitfall. The use or at least the overuse of common sense seems to have two side effects you might consider as negative:

A low appetite for risk, causing us to rely on other people’s knowledge – or what we think they know - instead of evoking exploratory behaviour.

It involves past thoughts. Thoughts take time to manifest into the physical world. What is creating our reality today is in large a result of the thoughts we have been thinking or sharing with others a while ago.

Is there a way to practice common sense in forward decision-making for an unknown reality?

Of course. As I said, common sense navigates between realism and idealism, meaning that there are still individuals or collective thinkers who will continue moving beyond the frontiers of common reality or immediate possibilities, mostly for the better of society. They do not see common sense as a constant but rather as a variable in a complex formula. In fact, without this continuous challenge of what we think to know, we would not have evolved as a human race.

Where can I find these forward thinkers?

These individuals can be found in various parts of our community. They can be scientists, teachers, entrepreneurs, CEO’s or politicians. Even as a parent you may find yourself in a role where you will have to prepare your child not only for today’s reality but the future one as well.

What unites these people?

LEADERSHIP. Common sense can become a dangerous instrument if not in the hands of people who are fearless enough to challenge the status quo. Or when applied in a scientific manner without counterbalancing opposing views. A fearless leader will ask questions like these: 

• How common is our common sense?
• Why has it become common?
• When did something else stop being common?
• Is there a minority belief? And if so, what is it?
• Do these opposing opinions need to be brought together?
• Etc.

The Ultimate Question Being:

How do I ensure that our common sense can answer tomorrow’s questions?

What does your common sense tell you?

Ethical codes: A catalyst for responsible behaviour or a waste of paper?

Being part of an international organisation with offices in about 100 different countries and a workforce with 150 nationalities, I have witnessed a growing stack of rules on professional and ethical behaviour. The more the organisation grew in staff numbers and subsequent cross-border mobility, the more need for employee compliance, partially imposed by the environments we operate in. Partially. As a value-based organisation, the majority of rules are self-imposed.

Did all these ethical rules help create a safer environment with less workplace issues?

I am not about to disclose any sensitive information, but I can tell you that we most probably behave as an average organisation. So let me just put it to you bluntly: There is no evidence that ethical rules lead to better performance or a friendlier atmosphere. It is more likely that an organisation's core values and mission attracts people with compatible personal values, allowing communal values to exist which in turn foster the office culture. This makes it hard to justify the existence of ethical codes.

Will a person who has difficulties controlling his/her anger behave less aggressive with a protocol in place? Will a corrupted person then operate with more integrity? Not very likely.

An ethical code could assist employees in understanding the difference between 'right' and 'wrong', and applying that understanding to their decisions. But then again, how many errors can you make in a professional environment by not knowing the ethical rules? Or, not very uncommon, what if the rules do not give you a black and white answer to an issue?

If you want to create a safer environment, here are 3 Lessons-learnt from my experience:

1. Make values tangible
If decisions are better when made within the ethical frame of an organisation, then it would make sense to recruit on personal values that are compatible with the organisation or a particular trade. Use them as criteria with higher value than knowledge or skills. It will proof harder to change values as opposed to enhance someone's knowledge and skills. Evidently the organisation's leaders relentlessly make decisions that touch base with core values.

2. Create an open environment for raising concerns
An open door, I know. Though I want to stress that a nonjudgemental approach is paramount. Behaviours are best discussed on the impact that they have on one's environment, team dynamics, results etc. An open environment also implies that dealing with ethical concerns should not be delegated to some committee somewhere in a far corner of your organisation. They should be discussed at the heart of your organisation, preferably on the workfloor.

3. Show zero-tolerance for misconduct
Once someone has portrayed questionable behaviour, it needs to be addressed. The worst thing a leader can do is disconnect from the issue and allow for it to evolve to an endemic situation. This does not imply that one should always respond with discipline (often why codes exist). Sometimes it is even not necessary to address the individual directly, in private or public. Nevertheless the behaviour itself should always be addressed, preferably with the entire team present.


For clarity sake, I am not promoting for a deletion of codes. I am merely downplaying their value as opposed to these three things you can influence as a leader. As I am still learning, I am sure I have missed some lessons. Can you complete my list?