Reassessing the Reverence for Senior Management: A Call for Realism

In the corporate world, it often seems that the higher up the managerial ladder you go, the more people feel the need to elevate these leaders to an almost untouchable status. It’s a common occurrence to hear colleagues whispering in awe about the power and prestige of senior management, but is this deification truly necessary?

Take, for instance, the President of the National Audit Practice, who might be met with hushed tones and respectful nods. Yet, when it comes to my interactions with such individuals, I find myself questioning why I should feel intimidated. After all, at the end of the day, they are just people like you and me. Elevating them to a pedestal feels like an unnecessary expectation that can lead to a toxic culture of fear and reverence.

A typical scenario unfolds when someone exclaims, “Did you know you’re speaking with Mark? He’s the CFO of the firm!” My immediate response is one of indifference. In the grand scheme of things, the title should not dictate how we treat one another.

When conversations revolve around clients or individuals who directly report to me, that’s when I feel the weight of my responsibility and take those interactions seriously. It’s critical to be fully engaged and present for those who depend on my insights and guidance. However, when it comes to senior leaders, I refuse to let titles instill fear or anxiety within me. I believe that fostering an environment where employees feel comfortable and authentic is far more valuable than adhering to outdated hierarchies.

In essence, let’s shift our perspective. Instead of placing senior management on a lofty pedestal, let’s anchor our interactions in respect and authenticity. After all, at the heart of effective leadership lies a connection forged by mutual respect rather than fear. It’s time we acknowledge the human behind the title and engage with one another on a more genuine level.