Rethinking the Reverence for Senior Management

In today’s corporate landscape, it’s common to see an almost reverential attitude towards senior management figures. Yet, I can’t help but wonder if this deification is misplaced. Why do we often elevate individuals like Bob, the President of a national Audit practice, to a pedestal that seems undeserved? To me, he’s just a person—no more and no less—and holding him in higher regard feels, quite frankly, absurd.

It’s a familiar scenario: “Did you know you were speaking to Mark? He’s the CFO of the firm.” The implication is clear—you’re supposed to feel a sense of awe or intimidation. But the reality is, I find this hierarchy tiresome. My concern isn’t about their titles or positions; rather, it’s about the quality of our interactions.

The only time I feel compelled to give my full attention is during conversations with clients or team members who depend on my guidance. In those moments, a sense of responsibility drives me to focus and engage meaningfully. However, when it comes to the higher-ups? The expectation for deference simply doesn’t resonate with me.

At the end of the day, all individuals, regardless of their title, should be treated as equals. Chasing after power dynamics only detracts from the authentic connections we can build in the workplace. It’s time to shift our perspective and approach senior management not with fear or reverence, but as collaborative partners on the same journey.