Silencing the Echo Chamber: Overcoming Yes-Man Culture

"Isn't this weather just perfect?" Shrey asked.

"Yes," Kabir replied with a smile.

"And those sandwiches from the new bakery?"

"Yes, they are lovely!" Shrey nodded enthusiastically.

"And don't you think these squirrels are unusually loud?"

"Ah, yes, I can’t stand them," Kabir agreed readily.

Kabir grinned mischievously. "Do you remember I told you I've trained my pet goldfish to sing opera?"

"Yes, that is so great!" Tom replied without hesitation.

"Perfect," said Kabir.

If you study great leaders, you’ll realise that one of their top traits is making great decisions. 

Here’s a thing about great decisions. You can’t take one, without a fair share of constructive criticism or honest feedback. For leaders to get a complete view of a situation and make a move, they must surround themselves with people who dare to say ‘Nope, I don’t think that’s right’.

Not questioning authority comes naturally to human beings. Especially, in an employee-employer setup. Validating a senior at every step sounds like the most feasible way to climb up the ladder. And why not? We subconsciously like people who agree with us. It is always difficult to put up with someone who opposes you. 

Often, founders and leaders confuse yes-men with well-wishers. They think all agreement comes from a feeling of alignment, loyalty and dedication. They think every ‘yes’ is a mark of a great decision. 

Well, validation soothes the soul, doesn’t it?

As a leader, the worst thing you can do for yourself and your company is surround yourself with yes-men. 

Delusion masquerades as wisdom when only agreement is heard.

When was the last time a decision you took was challenged? This question is a good start to analyse and spot the yes-man behaviour around you. 

Followed by how do you deal with dissenting opinions? Is there a mechanism in place, a process that ensures everyone is heard and seen? 

Most importantly, do you revert to criticism with humility or display of authority?

The solution to avoid a yes-man culture in your organisation lies in creating an environment. 

An environment that encourages healthy debate and discourse. An environment where every opinion matters. An environment where ‘us’ is a better word than ‘I’.

For debates and discourses might be time-consuming, but always lead to a well-researched outcome. It might lead to notion-breaking and ego-hurting, but in the long run, makes your workplace a haven for thriving minds. 

Next, let people do what you have hired them to do. Research suggests that employees feel more satisfied when they know that a company depends on their expertise -- that their role is important, and that a certain level of trust is placed in them. 

I know, it is difficult to let go of things. Especially when you are so invested as a founder, but as they say, letting go is the hardest part of embracing change.

Lastly, ensure you're as open to the truth as you are to your favourite comfort food. Often, what's true doesn't come with the same sweet flavour your taste buds crave. The key here is not to take things personally and realise everything is for the greater good. Bitter but honest feedback might ruin your day, but will better your leadership. 

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