Why Leaders Don’t Need Parrots

Parrots

 

When I first became a CEO, I noticed something strange.

In a meeting, I was suddenly funnier.  The slightest hint at humor could erupt the room into laughter.  I was also smarter.  And my arguments were more persuasive.   Heads would bob up and down as I made a point.

Obviously my new title didn’t bestow some magical gift of brilliance.  What it provided was positional power, and people were reacting to the position.

Immediately, I knew what happened.  It took me longer to figure out what to do about it.

I’d seen this much earlier in my career when people would “parrot” the CEO.  I call it the Parrot Principle.  To get along and be accepted, some find it’s just easier to parrot the CEO than to think critically, to argue, or to be independent.  Why rock the boat when you can just agree and repeat what you’re told?

The cause is usually fear.  Fear of losing a job or of not being in the inner circle.  It’s also a symptom of a culture needing change.

Parrot Principle

Because of a lack of self-confidence, a fear of job loss, or an extreme need for acceptance, it is easier to agree with the boss than to advance a different point of view.

The result is usually what I call a “pocket veto” where people nod in a meeting, then go outside and talk about what they really believe.  It’s bad for everyone.  The company is not served well.  The CEO may not even realize what’s happening.  And the parrot is building distrust throughout the organization.

It’s not just the new CEO who faces this problem.  It’s almost any new position of power.  If others are dependent on you, you can be vulnerable to the Parrot Principle.

So what can you do about it?

Encourage dissent.

Develop a culture of safety.  If it’s not safe to disagree, no one will.  We all can cite stories where the leader says he accepts arguments but then cuts the person off or fires someone for doing it.

Make the rules clear.  When a team gets together, I believe in open, honest communication.  A good debate brings out the best arguments.  It helps clarify a decision.  But, once the decision is made, everyone should be in lock-step.  You don’t want to take arguments all around the company.  It creates confusion and increases fear.

Compromise.  Actions speak louder then words.  If the leader accepts arguments but never changes her mind, that’s not going to encourage dissent.  Don’t encourage the parrot by praising and giving huge rewards for agreement.

If you’re not the leader, you also should consider the risk in stating your position and rejecting your role as a parrot.  Most of the time, the person who prepares and presents with professionalism will end up with more respect.  That person will see his influence rise.  It’s highly unusual to see a parrot promoted all the way to the top.  If that happens, watch out.  There will be a leadership vacuum, and the organization is heading for trouble.

Have you seen the Parrot Principle in action? You can leave a comment by clicking here.
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  • http://www.sales-training-for-business.com/ Kathy8185

    A great post. Yes I have seen it in action. I am always amazed when the Leader does not see it. I have also seen Leaders who create an environment that encourages dissent. Those groups are more productive, creative, etc.

    • http://www.skipprichard.com/ Skip Prichard

      Thanks Kathy. Many times I think the leader focuses so much on the issue and misses the group dynamic.

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  • https://twitter.com/#!/drewbordas Drew Bordas

    One of my all time favorite posts.

    • http://www.skipprichard.com/ Skip Prichard

      I’m nodding like a parrot!

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  • Gunderk1

    I see it everyday where I work.  We’re a small division and the parrot principle seems to be in effect because most know that to bring up differing opinions would seal their fate, not to mention that the way it’s decided from the top is the way it’s going to be with no change allowed.  It’s a frustrating situation to live in.

    • http://www.skipprichard.com/ Skip Prichard

      At least all that head bobbing is good exercise! (Kidding). It is frustrating to watch. At least you are aware of it which is the first step. Here’s to hoping things change!

  • http://www.thindifference.com/ Jon M

    Spot on post, Skip. Encouraging dissent and ideas are essential to creating the right culture. The principle of making the rules clear is an important one, as it sets the stage for the honesty and conversations on different viewpoints and ideas. Thanks! Jon

    • http://www.skipprichard.com/ Skip Prichard

      I’m always amazed at how tough it can be to speak truth to the boss. When the boss doesn’t create a healthy environment, more and more people see that parrots are the only ones succeeding. The result: more parrots. And less success.

  • http://www.MichelleColonJohnson.com/ Michelle Colon-Johnson

    What a GREAT post!– “There will not be change unless it starts with you.”

    • http://www.skipprichard.com/ Skip Prichard

      Thanks, Michelle.

  • Lincoln Parks

    Skip, funny you should post this. In almost every meeting I see people nodding and agreeing whom I know don’t agree with the principles. You are right many people are afraid to speak their mind so they stay in line. I was always shook my head about this, and spoke my mind. Fortunately for me because I did not follow the norm I was labeled as insubordinate.. Ive also see many people get promoted because they did this.. Where is the line drawn? Great post.

    • http://www.skipprichard.com/ Skip Prichard

      Thanks, Lincoln. Calculated risks are important because I don’t recommend someone doing something that makes them feel vulnerable. It’s just that you want people to express freely or you end up with the wrong answer. Getting everyone to weigh in almost always ends up with a better result.

  • http://www.jmlalonde.com Joe Lalonde

    See it all the time Skip. At work, the church, and out with friends. 

    Like you mentioned, safety is a huge reason why people parrot the leaders. There’s such a lack of security, especially in today’s job climate, people will rarely speak up. The type of business this creates is scary.

    • http://www.skipprichard.com/ Skip Prichard

      The balance may be hard to strike, but finding a way to be both true to yourself and a positive voice is important.

  • Leah

    Wow Skip….to be frank, while this absolutely happens, I didn’t realize that the CEO’s or executives were that aware of it.  Props to you for bringing it out of the closet!  (and I’m obviously doing something wrong as a leader, no one ever hesitates to disagree with me!)   :)

    • http://www.skipprichard.com/ Skip Prichard

      I must say that not all are aware!

  • Steve Pate

    This is a great reminder that anytime you’re in an authority role–as manager, teacher, parent, or whatever–it’s your responsibility to create and maintain a safe and encouraging environment for open discussion and debate.  As you also pointed out, this open communication must also be balanced with the need for genuine consensus once decisions are made–or, in your vivid phrase, “No pocket vetos!”

    • http://www.skipprichard.com/ Skip Prichard

      Agree–more art than science perhaps. I’ve learned that hard way that what is ‘safe’ to one may seem completely in the ‘danger zone’ to another.

  • http://sparkvoice.wordpress.com/ DS

    I’ve definitely seen the Parrot Principle.  Even though I’m nowhere near even catching a glimpse of our CEO, it exists at our level with our manager, and his direct reports.  As a report, it is hard to find that balance at times, as we don’t have clear rules.  I think that would serve my organization well.  Sometimes for us it is a leap of faith that our manager wouldn’t be asking if they didn’t want to know our feedback. 

    Depending on your own personality, #2 may or may not worry folks.  If a person is really desiring the best product/approach/program, they should certainly create this.  I’ve seen all feedback immediately crushed because a person offered constructive criticism and was immediately slapped down.  We were all quiet after that.

    This prinicple is also seen on blogs where folks always agree with the author, or don’t provide additional information that could be constructive criticism.  (ex: see all of my blog comments…)

    • http://www.skipprichard.com/ Skip Prichard

      I thought it was a common experience. It’s a balancing act for everyone, and not one we are trained to handle. Especially challenging is that every situation and person is different and responds differently. With regards to blogs, it’s harder online or in writing than in-person (my view). It is so easy to misconstrue someone’s intention. And finally it’s public versus private. If you have a relationship, I would hope most people would accept it as you intend.

      • http://sparkvoice.wordpress.com/ DS

        I believe knowing your people helps.  There’s also something that should be said about expressing your thoughts in a respectful way – not embarrassing to a leader.  Sometimes you need to lay the foundation of your constructive criticism with leaders before making them public in front of the entire team.

        • http://www.skipprichard.com/ Skip Prichard

          Very solid advice. One of the other things people forget is that the leader has feelings, too. If you wouldn’t want it, chances are neither does she (or he).