Alexei Navalny died in a Siberian prison, most likely at the direction of Putin.
That’s what autocrats do: they rid themselves of opposition. In Putin’s Russia, if you speak truth to power, you die.
It’s the heady stuff of great espionage novels. But it’s real life. Real lives. Gone.
How does one develop Alexei Navalny’s incredible courage? He returned to Russia after surviving a poisoning attempt, knowing he would be arrested, and possibly killed. Spoiler alert: he was.
He believed in fighting for democracy, freedom, and a fair Russia. He sacrificed his life for the cause.
How can we prevent this kind of power abuse and the squashing of freedoms in our own part of the planet?
Start in our own backyard, our own organisations.
First, be alert to the warning signs.
People resort to blame under pressure. If being accountable means punishment (an ill use of power), then people shirk it.
Individuals avoid responsibility and defer to their superiors for decisions. If there is more fear than trust, and autonomy is discouraged, then people don’t want to make mistakes for fear of reprisals. Better to let the boss make the decision and take the heat.
No one challenges the leader’s ideas. This is how power morphs into something ugly. Leaders start to believe their own B.S. and thrill at being right all the time.
The organisational chart is a triangle. Most org charts are triangles. There’s some logic to it: who is responsible for what and how are they connected for reporting, organising work, and decision-making. While we need clarity on all of that, we don’t need to accentuate a hierarchy of power. We need to accentuate a hierarchy of service. I suggest circles: who is linked to whom, and where is the customer/client /stakeholder in all of this? It’s a systems thinking approach to how organisations arrange activity in service to other people.
There is limited diversity in teams, including the leadership team (s). We all know this one, right? Lack of diversity (all kinds) results in an echo chamber of thinking and perspective. By having diverse viewpoints, we open possibilities and elevate minority and marginalised humans, those most at risk to abuses of power.
There is very limited leadership position turnover. Power and authority are energising. Once ‘at the top’, few like to leave it. You get stuff done. You can make decisions and people follow your commands. Exciting! And this is how we become rusted on, guarding our roles, denying others’ contributions, shutting down criticism if it risks our position. We need to ensure fresh ideas and power is handed over to others.
The toxic jerk lingers. It turns out that once people come into power, others are more willing to forgive or minimise the importance of HOW they came to power. "They must have done something right to get into that position" is the rationale. [Read more by Jeffrey Pfeffer in 7 Rules of Power]. That's how toxic jerks end up sticking around far too long in an organisation.
Ever the hopeful optimist, I believe we can fight against these nefarious practices, starting within our own organisations.
What can we do then to speak truth to power?
Build an immune system to the abuses of power.
Start with building INDEPENDENCE in yourself and others. This is encouraging a sense of agency: adopting the posture of being an independent thinker, a go-getter, a responsible and accountable person. Ask their opinion, encourage critique, celebrate individual wins.
Then build INTERDEPENDENCE: this is our first model of interacting circles. When we seek and receive autonomy, we need to know and manage where we overlap and interact with others. Being able to make decisions always affects others, and we need to be accountable to that. Strong boundaries are important, alongside strong reporting and problem solving skills. Create autonomy, and accountability.
Then build INFLUENCE. There are two ways we can go here: recruiting others to follow our will, or recruiting others based on our shared values for a collective effort towards a better world. One is the dark path towards empire building and abuse of power; the other is the light side of the Force, where we are stronger together and look out for one another.
There is no one hero who will save the day. We are all heroes if we follow our values, and think of the greater good.
With such a movement, one based on values, there is no one lone hero. If our enemies strive to cut down our spokespeople, there are more to serve that role. Vision and values carry us, a collective force, towards our better future.
“If they kill me, keep going. If they kill me, it means we are strong,” said Navalny, two years ago.
With an autocrat, when we cut down a snake, it’s not a hydra. The cult of personality ends with the snake.
So long as we reclaim the systems from triangles and pyramids, and bring them back to circles.
Our chief concern should be, "How do I build agency, autonomy and authority in more of my people so more of us can work on building a better future?".
When we think, "Circles before triangles", or "think of all of us before I think of myself alone", then we've got a start at fighting the intoxicating mess that is power.
Start with yourself. When do you feel powerful? Have there been times when you had a secret thrill telling someone what to do, or denying someone's wish, or even breaking a few rules?
These are the seeds of temptation. Be careful what you nurture.
The more we call out abuses of power, or at least the bending of power, the better able we will be to craft a healthy expression of it.
For that we need courage and conviction. Like Alexei Navalny's.
Vale, brave man.
Live with grace, lead in service.
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Adaptability: A Skill for Leaders of the Future
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P.S. My latest leadership-book-in-disguise-as-a-novel, Olympus Bound, the second book in the Gaia Enterprise series, is available for pre-orders as a special edition signed paperback. Get your copy here now, ready for shipping by May 1st.
About Zoë Routh, Canberra leadership futurist
Zoë Routh is a leadership futurist, podcaster, and multiple award-winning author. She works with leaders and teams to explore what's coming and what it means for leadership of the future.
She has worked with individuals and teams internationally and in Australia since 1987. From wild Canadian rivers to the Australian Outback, and the Boardroom jungles, Zoë is an adventurist! She facilitates strategy and culture for the future with audacious teams.
Zoë's fourth leadership book, People Stuff - Beyond Personality Problems: An advanced handbook for leadership, won the Book of the Year at the Australian Business Book Awards in 2020. Her fifth book is a leadership futurist science fiction dystopian novel, The Olympus Project.
Zoë is the producer of the Zoë Routh Leadership Podcast, dedicated to asking “What if…?” and sharing big ideas on the Future of Leadership.
Zoë is an outdoor adventurist and enjoys telemark skiing, has run 6 marathons, is a one-time belly-dancer, has survived cancer, and loves hiking in the high country. She is married to a gorgeous Aussie and is a self-confessed dark chocolate addict.