Leaders and Self-deception

Recent crises have led me to wonder what some leaders see when they look at themselves in the mirror. As if in the “Hall of Mirrors” in a carnival, what they see appears to be different to what a majority of those looking directly at them see.

This distorted reflection can be the result of leaders isolating themselves, choosing to be surrounded by people who gain the most by taking viewpoints the leaders most want to hear. It is understandable that leaders may not want to face the anger of their people or employees but if they don’t they have no way of knowing what is truly happening. Shutting off contact and communication enables a self-deception. It enables the leader to disengage and disconnect from the actual reality. It enables them to disconnect from the impact their decisions are having on others. This can do untold damage to those affected and it creates a trust gap. This inevitably leads to loss of motivation, morale and productivity.

It is our job as communicators to ensure the lines of communication remain open and functioning, especially after a crisis. Whatever the reflection, if it is seen and understood it can be dealt with. If self-deception reigns the consequences will be serious.