Challenging the Cult of Senior Management: Finding Authenticity in Leadership

In many workplaces, there’s a pervasive tendency to elevate senior management to a pedestal, viewing them through a lens of deification that seems almost unwarranted. This raises an important question: Are we too quick to idolize those in high positions?

Take, for example, the reaction that often accompanies the presence of high-ranking officials like the President of the National Audit Practice. The expectation is that we should feel a sense of awe or fear when interacting with them. However, to me, they are simply individuals doing their job—no more, no less. This inclination to see them as anything other than a fellow human being can be disheartening and counterproductive.

I recall a recent conversation when someone remarked in shock, “Did you know that you were speaking to Mark? He’s the CFO of the firm!” The truth is, this designation doesn’t hold substantial weight for me. What truly matters is the value of the conversation and the connection made—titles do not define a person’s worth or contribution.

In my interactions, the only time I genuinely feel compelled to respect titles is when I’m engaging with clients or team members. In those moments, I recognize my responsibility to be fully present and attentive, especially when others depend on me. But in terms of management hierarchy? That doesn’t intimidate me. I refuse to let a title create an unequal dynamic between us.

It’s crucial to instill a culture that promotes genuine relationships over hierarchical reverence. Let’s move beyond the notion that seniority should invoke automatic deference and instead focus on authenticity and mutual respect. After all, we’re all in this together, no matter our position within the organization.