Beware of the Enemy Within, you might not know it is lurking in your organization.

The corporate world and other like organisations have strategies to deal with:

• Growth
• The changing market
• Innovation
• Governance and risk
• Union action, where applicable

But what about the silent risk, the enemy within? In my 35 years plus as an observer of organisations as an advisor on board and senior executive appointments, I have seen many changes. Corporations come and go, their demise due to external factors, but what about the demise/problem of success: the enemy within.

Success can bring a gratifying range of benefits, financial to the investors and senior managers, reputation and standing for those in management, and to the staff by association with the organisation.

However, what can happen when success becomes “the enemy within” with the attendant effects of:

• Ego out of control by senior management
• A board less focused, except to bask in the success
• An organisation believing in its own self and its own omnipotence
• Lack of focus on the actions of senior management and the organisations operations as a whole

So, the situation can be self-destroying, particularly when those in charge:

• Are all about themselves, status and position
• Lack of focus on a changing world
• Are out of touch with others
• Profit and bonus are the only goal

What about the changing market, the needs of other people, being in touch and competitors?

Feet on the ground is important. The reality that comes from having a broader network, not just self. Also understand that the media in whatever form is looking for heroes. It can be seen that heroes can become carried away and distracted by self and importance.  Look at the growth in the cult of personal branding.

It is in these circumstances that the rot sets in; in some cases, there are very costly outcomes, not just in financial terms but to people relationships.

So how do we prevent this happening?

• Have your feet on the ground, don’t be ego-driven; realise that there are always new goals to be achieved. We are not there yet and therefore there is no room for out of control ego.
• Keep in touch with a cross-section, not just those that tell you how good you are. Praise is important, but unbiased outsiders’ view is very important.
• Network; but not just your personal group. The need is to hear the experiences and independent views of others.
• Listen; as opposed to tell. Don’t think you know it all, listen and seek other views, specially some you may not like.
• Be aware; people do become carried away with their own importance. Don’t have culture of image-building that denies the truth.
• What happens with being out of touch, being in your own small world? A culture of no integrity, of worldliness. Understanding others -e.g. the customer- is very important.
• Have constant reappraisal, have a process that is real and independent.
• Don’t be an organisation that is about the image of the individual, particularly those at the top. Just look at North Korea.
• Governance is important; maybe have an independent committee.
• Continually develop Emotional Intelligence within the organisation. People skills are of the utmost importance, it’s not just about me/self/my image.

Above all have your feet on the ground at all times, have a constant awareness. History is a great teacher of what can go wrong, and learn from others. Ego, self-importance can drive you forward, but real can turn to unreal. However, some organisations/ corporations are in a protected or dominant position and their senior management can quickly be the “the enemy within”. 

By Trevor Clark, OAM