How a Leader’s Behavior Affects Team Members
When I worked at Countrywide/Bank of America, I worked under one of the harshest middle-managers in the company. My boss Rhonda was known throughout the company as a stickler to the rules who chose manuals and numbers over people. I spent a lot of time with her behind closed doors, working on priority projects that remained hidden from the average worker—I sat behind the curtains of Oz, helping to operate the gears and pulleys of one of the largest fraudulent machines in human history. How Rhonda convinced an honest and hardworking man to lend a hand in perpetrating widespread financial crimes for the largest bank in the United States illustrated to me how a leader’s behavior affects team members.
Trickle Down Effect
When left to my own devices, I’m a good-natured, mild-mannered person; I never wish anyone any intentional harm. I was really a really good student in school, but I never really had much passion for anything in life. I loved music, but I was turned off to the industry. I ended up working in the mortgage industry for a subsidiary of Countrywide Home Loans. Having only rented up until that point, I didn’t know much about the company I started my career with.
The atmosphere at Countrywide leading up to their bankruptcy and the subsequent financial crisis was interesting—everyone threw money around like it was water. There were expensive dinners, bonuses, and perks given to everyone. We were a well-oiled machine, and everyone was all smiles. This is because executives were making a killing at the expense of the American public. This led to bonuses and corporate spending accounts being handed out to middle-management, keeping them happy with what they do. On the bottom of the corporate ladder, temps and entry-level schmucks were forced to carry out the marching orders, oblivious that behind the shiny surface lay a mountain of deceit.
Whistle While You Work
After discovering the systematic fraud inherent in both Countrywide and Bank of America’s business dealings, I decided to blow the whistle internally. This led to me losing my management position: I was no longer acting like the leader I was groomed to be by my leader. When I was strict and followed my barking orders from upper-management, I was seen as a golden child; a role model for other employees to emulate. I had been promoted from entry-level to management by drinking the company Kool-Aid, and by blowing the whistle, I was no longer wanted in that position.
Soon afterward, I found myself moved to another side of the building, being handed impossible assignments with overdue deadlines. I made the decision then and there that I couldn’t handle throwing my life away at the expense of a frivolous attempt at exposing financial fraud; I wanted to take down the entire corrupt bank. I quit my job and started my journey as a solo whistleblower—the type you see on the news. I was no longer in an official position of power, yet I displayed leadership skills, however unintentionally, and the effects were noticeable.
The Leader and The First Follower
While being a leader is important, Derek Sivers explains in this TED talk that it’s actually the first follower who’s important. When I left the bank and became an official whistleblower, I was nothing more than a lone nut; nobody was following me. I had a Jerry Maguire moment where nobody was coming with me, and I knew better than to ask. I was temporarily stripped of all followers, and my leadership prowess was removed… or so the banks thought.
After leaving the bank and facing their retaliation protocols (including facing the police on numerous occasions to prove my innocence from false charges filed by the bank), my tech background compelled me to seek out the hacktivist group Anonymous. At the time, I didn’t fully understand the power of Anon, but they believed in me and became my first follower. Because of their support, I was able to leak important documents and help start the Occupy movement.
The moral of the story is that followers will emulate their leader—or more precisely, they’ll emulate the first follower, who follows the leader. Your attitude as a leader will trickle down to your followers, and the way you treat your subordinates is the way they’ll treat those who work below them. The number of possible layers of that depends on how nice you are. Eventually it reaches a point where people won’t tolerate abuse, and you better hope you’re well-defended by then.
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