This war, scheduled to last a fortnight, is bogged down. The Russian army shows that firepower is not enough. It’s all about people. Conversely, motivation, agility and determination allow the Ukrainians to resist better than expected. So much so that the whole world seems surprised at the resistance of the ceramic carafe in the shape of a rooster against the iron pot.
The first surprise is Vladimir Poutine. After declaring that he would overthrow the Ukrainian regime, he had to scale back his goals. And one can imagine what his inner circle has had to go through in recent weeks. Moreover, the Minister of Defense disappeared from the media radars for several weeks.
Magnificent paradox
In doing so, he accentuates a little more what is at the origin of this failure. Obviously, he had the wrong idea, both of the state of his army and that of his adversary. As he does not take his information on the ground, it is therefore that those which were transmitted to him were erroneous.
Probably not to want to deceive him, but not to upset him, not to provoke his ire, or even to fall into disgrace. Magnificent paradox: it is the fear he provokes, with the conviction that she protects him, which could cause his downfall or in any case his failure.
Reluctance to tell everything
This fear of talking to the boss is very commonplace in companies. Without going to Poutinian extremes, it is not uncommon for there to be a reluctance to tell the chef everything. Everyone anticipates their reactions and fears them more or less.
It’s all about how you present things. An art has developed in a form of omission or attenuation of sensitive messages.
This comes, of course, from the relational style that has developed between the boss and his teams. It is sometimes very tenuous. While he was tired and preoccupied, the leader makes a remark perceived as dry, even demeaning, the emotion provoked is memorized. And without even formulating it explicitly, the teams will then try not to have to go through the same thing again. All of this is not said, implicitbut no less present.
Feedback for all
Any leader can have moments ofexpression of annoyance and never fully measure its scope. This is why he must give an explicit framework to his collaborators, and repeat it often.
He must specify that no one puts himself in danger by the content of what he expresses, moreover, everyone is asked not only to bring up all the useful information, but also to express his possible disagreements. Finally, the culture of feedback obviously concerns the manager himself.
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