A client feels his life and business are under attack. Upon further investigation, there was indeed a curse against his business and life. His business was quickly becoming commoditized, market share had eroded, costs were escalating, and traditional marketing wasn’t generating the expected ROI. Employee morale was low, and staff openly expressed doubt, speaking negatively about their co-workers, service delivery, and market opportunities. It seemed as if his employees, suppliers, and customers had conspired, cursing his future prospects. This leader, in turn, became frustrated and spoke negatively about them, perpetuating a cycle of despair that eroded what was once a vibrant business.
The Power of Words in Shaping Organizational Culture
Negativity, slander, accusation, malicious gossip, triangulation, and words spoken in anger empower a cycle of despair, creating a toxic organizational culture. In these situations, leaders often fail to discern the cascading impact of their beliefs, thoughts, words, and actions on the organization. These “curses” affect not only the organization but also the people it serves and the one who utters them.
Understanding the Boomerang Effect of Negativity
Great leaders develop defenses against the impact of curses directed at them and their organizations. They also understand that cursing others has a boomerang effect, often leading to self-inflicted harm, which in turn leaves them more vulnerable to external negativity. To foster change, a leader must break this cycle and lead by example.
Defining vs. Refining Leadership
The best and most resilient leaders aren’t defined by adversity but are refined by it. They reject passivity, accept responsibility, lead courageously, and expect to be rewarded for their perseverance. Conversely, cursed leaders become defined by their circumstances and approach change, adversity, and opportunity with negativity.
Steps to Break the Curse and Embrace Refinement
Breaking the curse requires a paradigm shift in thinking and approaching life through a lens of refinement. When confronted with adversity, change, or negative feedback, refined leaders ask themselves and their teams:
What can I learn from this situation that will help our organization serve our customers better?
What do I own in this situation, and how can I bridge the gap between the current outcome and the ideal one?
Have I fully understood the situation’s macro and micro dynamics? Am I missing anything crucial?
What can I learn from negative feedback? (Adversaries often provide candid feedback that offers growth opportunities.)
Did I actively listen and reflect the other party’s perspective to confirm a thorough understanding of their concerns?
Have I gathered sponsors and stakeholders to solicit their collective wisdom in exploring alternative solutions?
Have I taken the time to understand the other party’s decision drivers, communication style, and desired outcomes?
The Role of Incremental Improvement in Leadership
Refined leaders focus on improving incrementally. They look for innovative solutions that evolve collective thinking and bring the organization to a finer state. Definers, on the other hand, get stuck and distracted by the noise around them, unable to grow.
Breaking Destructive Beliefs: A Call to Action
To break the cycle of negativity, leaders must actively counteract toxic beliefs. Mahatma Gandhi’s words ring true: “Beliefs become thoughts, Thoughts become words, Words become actions, Actions become habits, Habits become values, and Values become your destiny.” Great leaders never let challenges define them; instead, they see adversity as an opportunity for refinement.
Building a Resilient Organization
By fostering a culture that embraces resilience and continuous improvement, leaders can transform toxic environments into thriving organizations. The journey begins by breaking the curse—choosing to lead through positivity, responsibility, and a commitment to growth.
To learn more about leadership development and breaking the curse within your organization, contact FL Venture Catalysts at info@flvcp.com.
