HR in most corporate must know the silent psychology of the bosses as they seldom learn anything from their .....
Why the bosses in most corporate seldom learn but their subordinates continue to learn? Is the question requires any verification or does it have any merit of the fact. Certainly, the question is relevant and also it is true. When the question has a strong merit and relevance, naturally the corporate has to find an answer to the above to enhance the learning process of the bosses in the organization.
In most boss-subordinate equation, the communication is never a balanced one. Most bosses, raise their question to their subordinates in a ‘quincuncial’ manner as if, they know the answer but they like to verify it. The bosses show they are open to learn, verify and clarify although they know ‘it’ already. They operate from the domain of either ‘I know it already’ or ‘I have to show as if I know it’ to my subordinate.
This is the birth place of most of their questions which are always circumscribed by one set of ‘ego’. From this ego, they try to put up an image to their subordinates that ‘despite knowing’ they are ‘open’, ‘generous’ and ‘humble enough’ to clarify or verify their ‘knowledge’ through some questions. Even when they clarify or verify a question with the subordinates, only their ego dominates in the scene. When ‘ego’ is there on the scene/centre stage, all our efforts will be only to protect and worship the ego and not to weaken it.
When the boss clarify or verify certain things with their subordinates, they unknowingly carry two illusions viz., ‘I already know the answer’ and ‘I am still humble enough to clarify it’. Unfortunately, both the ‘egos’ never allow them either to learn or to get clarified of their doubts or question. The former ego will tell them that they already know the answer while the later ego will tell them that how humble they are in clarifying their doubt although they know the answer.
All that the ‘ego’ knows is only to show, establish and substantiate its existence and not to receive, accept or concede. This is the reason why most bosses never learn anything during interaction with their subordinates. Even if, their ‘ego’ by accident allows them to learn something, it will never allow them to acknowledge such learning as it may affect the ego badly. Even some sporadic incidents of a boss acknowledging a subordinate for teaching him something, it will be done only to ‘heighten’ their ego. Most bosses believe that sometime acting in a very ‘modest’ way is the best way to establish the ego.
On the contrary, the subordinates would try to get the best answer to clarify the doubts of the boss. Their ego compels them to showcase their answer as the best one to the boss. To get the best answer, best effort and best learning is required and hence the subordinates learn continuously at the expense of their bosses.
The game of ‘ego’ in most corporate is ‘silent, but strong’.
Analogy to the above can be seen in the animal world also. The precarious young ones of most of the animals in their respective dwelling places do make noises. Vocalization is a part of leaning and communication as far as the ‘precarious young ones are concerned’. But the parents seldom pay any attention to the sounds made by the young ones. Only when a danger is sensed by the adult animals, they pay attention to the young ones. Most occasions, the adult animals, signal the young ones to be silent in the hiding place. The noise of the young ones only would have invited the attention of the danger. If the adult animal were ‘egoless’ in the beginning, any noise of the young ones that might unnecessarily invite danger could have been avoided.
Even in the animal world, the ego of ‘I am the adult’ never allows them to learn and forecast the danger and hence, all they do is only ‘manage’ and ‘react’ to the danger.
It is true that most bosses never learn while their subordinates give a lot of importance to learn in the corporate.
Learn, ‘due to or out of ego’ but do not let the ‘ego’ to prevent your learning.
Ref: Jungle Wisdom for Corporate Management - Lessons from university of nature by Swami Sukhabodhananda and Dr S Ranganathan
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