The Loyalty Trap

Posted on June 27, 2011 by Ronald T. Brown, Ph.D.

 Most people prefer feelings of comfort and tranquility over the feelings that accompany change and innovation. This is true even for leaders. One way a leader will choose comfort – over the uneasy feelings associated with change – is by championing the value of “loyalty” within their ranks.

Loyalty is a big deal these days - and many times rightly so. But if a leader is not careful, the call for “loyalty” can subconsciously be used to create a wall of protection around a leader - that can make a leader blind to what is right, worthy, innovating, and truly possible.

Sometimes, to protect their comfort, Executives will put “loyalty” right up there with the values of “integrity,” “trust,” and “respect” in what they expect from subordinates – But is this always wise?

Many times this felt need for “loyalty” has nothing to do with loyalty to worthy goals or creative efforts – but is about being “loyal” to whatever the CEO wants, and nothing else.  In this case, loyalty is a code word for a culture of obedience – not a culture of innovation and constructive discontent.

The truth is we are usually better served by behavior that many people would regard as discontented and disloyal – behavior that delivers unvarnished honesty about what is going right, and what is going wrong, in our leadership and companies – delivered straight and early, not in some watered down version at the eleventh hour.

As William Blake said, “Without contraries, there is no progression.” More friction in your leadership circle can fire up your company (and leadership) to become much more ingenious and constructive. So if someone offers a contrary opinion?  Do you choose to be inspired by it – or do you get defensive?

Research has shown that in growing companies this “productive friction” is what often fuels periods of accelerated growth and strategic breakthroughs. 

Challenge: Who under your leadership is offering “constructive discontent” that you are ignoring or discrediting?  What are the positive merits of the feedback they have been sending your way?