As the world reacts to the spread of the coronavirus (covid-19), leadership is more important than ever. Beyond the biological threats to employees and their families, the psychological stress arising from the viral threat is potentially more concerning as this likely affects many more than will ever become seriously ill from the virus. Here I provide a "leadership survival kit," in five key behaviors leaders can take to manage the extraordinary psychological stresses resulting directly or indirectly from this rapidly spreading virus:
Passion at work is not only about workplace romance - which is a complex problem that HR WILL investigate. In a non-romantic capacity, being passionate about one’s work is widely recognized as one of the most desirable aspects of employment. To be rewarded, not by external means such as money or promotions, but rather by appeal to the intrinsic value of meaningful work is the ultimate state of work motivation. On Maslow’s pyramid this equates to the pinnacle of motivation known as “self-actualization.” Everything is beautiful when one enjoys complete passion at work. Right?
Not necessarily, according to recent studies.
The phenomenon is called “legitimization of passion exploitation” and it falls under the broad umbrella of cognitive dissonance, or rationalization. It occurs when some unsavory or demeaning task is handed to an employee because they are so passionate about their work that they won’t be bothered. Examples include being asked (forced) to work extra hours without pay, or to carry out undesirable tasks that have no legitimate relationship to the worker’s job. In the boss’ mind these are trivial matters because the passionate worker is so motivated, they would do just about anything simply out of their “love” for their work.
From a phenomenological standpoint, it can be readily apparent to a passionate employee when they are being “overused,” but it’s unknown to the boss who imposes such demands. As mentioned, cognitive dissonance results in the boss thinking to themselves, “They love their work so much, they will be glad to work a few extra hours” or “they’ll appreciate coming to another team dinner this evening,” etc.
So, while passionate work may be arguably the greatest reward for people at work, it also can have a downside.
How do we handle this?
We weren’t very good as a team, but we had two individuals who were extraordinary runners, and they regularly took first and second place at our cross country meets. For one of our meets I didn’t compete due to a minor injury. It turns out this injury was something of a “twist of fate” as it gave me the opportunity to actually see Fred and Mark, our star runners, finish a race and teach me the first of two lessons about performance and leadership:
Lesson 1: Performance excellence can create the illusion of leadership – you have to understand the “how” beneath performance to tell the difference
As I watched on, Fred and Mark crossed the finish line first and second, respectively, and with impressive times. Even more impressive was the way they finished. What I saw that day is not only stamped in my memory, it relates to many subsequent “races” I’ve been in or witnessed since then.
Here’s a little more of my story in support of Leadership Lesson 1: