Every organization has appetites. Some appetites are healthy, like creativity, empowerment, and teamwork. Others, like selfishness, ego, and entitlement, are unhealthy. As leaders, we may think we are neutral observers of these forces, but, in reality, we are the primary feeders. The words we choose, the behaviors we tolerate, and the actions we reward all determine what grows within our teams.
The challenge is that growth is often subtle. A few missed deadlines, excused as “no big deal,” can slowly foster complacency. “Harmless” gossip inevitably erodes trust over time. An overlooked sense of entitlement or selfishness from one team member can spread throughout the organization. We don’t intend to encourage these results, but by allowing the appetites to persist unchallenged, we unintentionally feed them.
Consider the opposite side of the equation. When we celebrate curiosity, empowered decision-making, and collaboration, those values take root. People begin to take risks that lead to innovation. Team members move from selfishly competing for credit to working for the team’s success. Progress becomes self-reinforcing because the behaviors that drive it are consistently nurtured.
The practical question is not whether we are feeding something in our organizations, but what exactly we are feeding. To answer that, we start with awareness. We must become cognizant of patterns of behavior. What behaviors receive our attention? What actions are consistently rewarded? What issues are allowed to linger unresolved? The answers to those questions reveal the actual culture of your organization.
Awareness, though, is only the beginning. We must then set about shaping the culture through the behaviors we feed. We do that by setting clear expectations, addressing issues before they fester into problems, and reinforcing positive behaviors. For example, a leader who notices a team member going out of their way to support a colleague should not let that moment pass quietly. By recognizing it publicly, they not only encourage the individual but also communicate that collaboration is valued and expected.
Finally, we must recognize that nothing we do as leaders is neutral. Every action either encourages or discourages something. The task of leadership is to ensure that the behaviors you are encouraging strengthen your people and your mission. Growth happens exponentially, whether it’s good or bad. Small allowances and small reinforcements rarely stay small. Like a hole dug deeper each day, appetites expand as they are fed. The wise leader pays attention, reinforces behaviors that build the culture they want, and corrects what undermines it before it becomes entrenched.
#leadershipdevelopment #empowerment #collaboration #values