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If managers were allowed to live their value of Family, maybe they wouldn’t work fifty hours a week, regularly stay away from home, or constantly take the job home with them. If managers were allowed to live their value of Integrity, maybe they wouldn’t represent a product to customers as performing the best and at the lowest cost when it doesn’t, it isn’t—or it doesn’t even exist yet. If managers were allowed to live their value of Health, maybe they would resist conditions of constant stress. If managers were allowed to live their value of Freedom, maybe they would demand autonomy in decisions and pay less respect to an enforced hierarchy. If managers were allowed to live their value of Creativity, maybe they wouldn’t necessarily conform to established policy.
This is the great fear of the corporate organism: If I set you free to pursue your own priorities, you’ll leave me and I’ll die. The problem is, managers are already free. They’re free to detach, which is about as free as one can get. The company may have captured their minds, their bodies, and their pockets, but that doesn’t mean it has captured their hearts. Those hearts are hidden away, in a safe place. Those hearts are the source of emotional commitment.
Author: Stan Slap
Source: The Conference Board Review
Subject: Organizational Behavior
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