The Myth of Corporate Idolization: Why Senior Management Shouldn’t Be Deified

In many corporate cultures, it seems that a certain reverence is often granted to senior management figures. We frequently hear people whispering in awe about the titles and accomplishments of executives, but is there an inherent problem with this practice? Should we really be viewing these individuals as untouchable icons, or are they simply ordinary people like the rest of us?

Take, for instance, the scenario where someone excitedly reminds you that you’re speaking to a senior executive, like a CFO or a President. While many might feel inclined to instinctively react with deference, I find myself questioning the need for such reverence. Why should Bob, the President of the National Audit Practice, be elevated above anyone else simply because of his job title? To me, he’s just another person, and reducing him to a pedestal seems both unnecessary and misguided.

In my view, the only context in which I truly feel compelled to engage with utmost respect is when I’m dealing with clients or direct reports. In these situations, there’s a moral obligation to be present and attentive because those individuals rely on me. However, when facing senior management, I refuse to cower or artificially inflate their significance based on their position. Respect should be earned, not assigned according to titles.

In a world where corporate hierarchies can easily lead to an atmosphere of intimidation, it’s refreshing to embrace the reality that senior executives are, at the end of the day, just people. By letting go of the impulse to idolize them, we might cultivate a more authentic and respectful workplace culture—one where genuine connections can flourish, free from the constraints of status and formal titles.

So, let’s challenge the status quo: let’s view our leaders as colleagues first, and not as demigods. In doing so, we foster an environment that values collaboration over hierarchy, ultimately resulting in a healthier and more dynamic workplace.