What Would The New York Times Report About Your Leadership?

The internet lit up over the New York Times expose on Amazon’s culture. The scathing article by Jodi Kantor and David Streitfeld, detailed the oppressive hours and unforgiving pace that characterize work at Amazon’s headquarters in Seattle. In interviewing about 100 current and former Amazon employees for the story, the authors found that Amazon’s work climate was so oppressive that they are left in tears.

We can argue the validity of the New York Times study, questioning the small sample size or how the sample was chosen but there is a more valuable question for those of us seeking to disrupt the status quo and become industry leaders.

What would the New York Times learn about your leadership?

Ouch.  Do we really want to ask that question?  Wouldn’t we rather NOT find out?

While that is tempting, we have to ask the tough questions.

Would they find individuals invigorated, intrigued and increasingly productive or would they find them disgruntled, disillusioned and disengaged?  Would they find the glowing remarks we all desire?  Or would they find some ugly truths we would rather keep hidden?

In an earlier post, we learned that the first secret of being a disruptive leader is being willing to ask for what we want.   Last week we learned a process of asking questions to deal with Lazy Employees. Now we take an honest assessment and ask ourselves the difficult questions:-

  • How we are doing?
  • What does our team think?
  • Is their perspective the same as ours?
  • Might we be part why we are not more disruptive?

Those are difficult questions because they invite honest answers.  They are critical questions if we are committed to disruptive success because we cannot improve if we do not have an honest assessment of where we are right now.  DisruptiveQuestion

Ask the questions that are likely to disrupt our own lives.

In the rapidly changing world in which we live, radical change is not just a nice option – it is a requirement.  We cannot afford to sit back and rely on what we have done or what we thought we implemented previously.  We cannot allow for flat growth much less regression.   Disruptive success takes bold action.  The boldest action we can take just might be constantly asking ourselves the most difficult questions about how we are doing as a leader. Maybe the best opportunity for success is looking inward by asking those around us.  Maybe the most disruptive change we can make is in our own leadership. 

In the 2D world, leaders could demand that others conform to their style.  But in this 3D world of almost unlimited choices, our team is not as tolerant.  Collaboration now trumps competition.  Therefore, transforming our thinking paves the way for our team to unleash the ultimate(R) performance, production and profits. We will never improve if we don’t first acknowledge what we can do better.  Asking our team is a critical component in collaborative and disruptive success.

We must first be willing to disrupt ourselves before we can disrupt the marketplace.

  • What is your team thinking?
  • Where can you improve?
  • How soon can you make those changes?

3D PWR Tip: Ask the disruptive question about your leadership.   

(c) 2015 Murfield International, Inc.

Transform Your Thinking

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Leverage Your Power to Do the Impossible

Dr. Loren Murfield works with aspiring and emerging leaders so they can leverage their power to do what followers and critics think is impossible.  This often involves working with them to develop their disruptive ideas and write their stories of rapid and radical change.  How could you leverage your leadership power by sharing your story of disruption?    Contact Dr. Murfield today.9 Critical Components

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