The Silent Majority
Here is a tough fact: As your status and power elevate within the workplace, so too does the potential for people to:
disagree,
make assumptions,
criticize your decisions and how you lead
lay blame at your feet for things you had no control over
In other words, you can become a target for a frustrated few.
I work with a leader whose organization is achieving incredible growth and success. Along with that, he has faced, for the first time, a constituent going to his board and voicing concern over a decision the leader made.
Up until this time, this leader enjoyed a transparent and open relationship with everyone associated with the organization. People were comfortable asking questions and checking assumptions. However, with growth and success comes more eyes and more opinions.
Adding to the complexity and sting of the situation, the person who came forward wishes to remain anonymous. And the board member receiving the feedback agreed to keep it so.
What I said to him is what I will say to you.
Remember, you can’t control what others think. Nor do you have any ability to control their perception.
The Silent Majority
This is a term that has been used since the time of the Roman writer Petronius. It has evolved to now indicate when a majority of supporters, or like-minded people, remain silent, neither praising or criticizing, but just going about taking care of their own business and lives.
I encouraged the leader to look at how many people are involved in the organization, and how many actual complaints have been vetted. The ratio was something like 500:1. Now are there possibly a few more people that have questions, concerns, and misguided perceptions that they aren’t vocalizing? Sure. In fact, this is where I call on the rule of thirds.
The Rule of Thirds
“One third of the people will love what you do and say; one third will be neutral in their opinion; and one third will not approve”. And that is okay.
If you are receiving feedback that is based on misperception, or is anonymous, don’t shrink. Even though we all have the initial reaction to do so. Instead, listen deeply, as my client did. Determine if there are in fact changes that could be made or something to learn. (They did make a slight shift that will clear up the misperception.)
Be mindful to not have a radical or big reaction to just one piece of information.
Continue making decisions through the lens of what is in the best interest of the good of the whole. As humans, we can have a tendency to consider later decisions through the lens of “what will this anonymous person think?”. As a leader, manager, or even a member of staff, your job is to consider feedback but continue making decisions that serve the mission, vision, and goals of the organization.
These kinds of bumps can rattle your confidence.
It has happened to me. But remember, this: There is a whole silent majority out there going about their business and tending to their own lives who think what you are doing is fine, and maybe even brilliant. But you won’t likely hear from them.
The more you lead, the more you become a target. That’s okay. It is part of the job. But stay focused on why you are there and what your ultimate purpose is. Be it educating students, serving the public, or leading a company.
Now more than ever the world needs leaders.
Let feedback and criticism inform you but not derail you.
-Beth