When teammates raise a white flag

by: Paul W. Mulvey, John F. Veiga, Priscilla M. Elsass

A reflection by George Atento



Reading this article – like the other articles Dr. Habulan assigned us – is like going over the same experiences I have had, or am having in the various stages of my life. The very words from the article puts me back in time – as a youth leader, as President of church groups, as bank employee, bank officer, and teacher. It also makes me cogitate on my present position as principal.

It is in the management position that awareness is achieved on the importance of certain values and attitudes of leadership, and how a team becomes successful through cooperation. Team effort, cooperation, team spirit – all these things point to an important, nay, an essential thing in every organization, business or otherwise.

Cooperation in an enterprise – business or religious – was easy for me as a “teammate”, as a follower. As an employee in the number one branch of our bank, I had to do multiple tasks even without the supervision of my immediate supervisor. Often, this is done without filing for overtime. When I became the youngest accountant there – even though my bachelor course is in Mathematics, the more I engaged in multiple tasks because you have to focus on the whole, not just the part of every accounting entry and transaction. In that place, I never saw an employee do his task with the whole in mind – that, is, the company. All we hear of is this is my job, and that is yours. When someone else’s client comes in, he is asked to wait for the employee in charge of him/her. If the employee is absent, he is politely turned over to the officer. Worse, he/she will be asked to return some other time.

As teacher, I was the source of unity among the ranks. I was able to draw the best in people – my co-followers by simply inspiring them by my examples, and through the “friendship factor” mingled with humor, which became my character back then. And almost always, I make a difference in my organization by instilling positive energy and encouragements to my co-teachers, my co-employees. I see to it that everyone is comfortable. Even in adversity and drudgery. I believed then as I believe now that sometimes, a smile makes the difference. And as a follower, I was always ready to give that to the rank and file people. And sometimes, even to the middle managers.

Now, when we talk of leadership – of directing people someplace, through the direction of the company goals – the school’s mission and vision, there is much difference. I stayed long enough in the rank and file and somehow developed sensitivity to the needs and aspirations of these people. Now, when you become a leader, this sensitivity sometimes becomes a sort of a stumbling block. There are genuine benefits to this sensitivity and friendship, and there are also critical setbacks. When you become ultra-sensitive to the needs of your people, you worry a lot if they are able to cope with your pace. Sometimes, you fail to look to the goal and measure them merely by the strengths (and weaknesses) of your people. Some will not even call this sensitivity but a clinging to approval ratings.

Sometimes I would wonder, “How did our administrators view us then? Did they believe that we were raising a white flag when we would rather sit at the back rows during meetings?” Perhaps. But there is a reason even for sitting at the back row. Here again, sensitivity is needed. One cannot be a leader especially in this age, this new economy, without considering the goals, aspirations, needs and even fears of the rank. In the Art of War, Sun Tzu mentioned that you could not lead a band of soldiers without considering where they are. How can you orchestrate an attack when you are already at the hills, and your soldiers are still at the valleys?

Most administrators I know either fail to communicate their goals clearly to the rank and file – or they simply do not trust them enough. Perchance, they do not have a clear goal also. How can you give something you do not have?

I do not agree with the authors that the reason why teammates raise a white flag is because of the presence of someone with expertise. Even when there is a person with expertise in the team, there will be cooperation if each member knows the goals of the team, and what is expected of each of them. If the leader – especially if he/she is the person with expertise – is able to communicate what he/she wants everyone to do, and there is collegiality among the team members, then everyone will share inputs. The six statements given by the authors are not why teammates raise a white flag so to speak. These statements are the six favorite excuses of teammates why they do not want to share their thoughts in an organization. Here, humility is a big factor. Plus the “friendship factor” that I mentioned above. Without this from the expert or he leader, no one will really share his/her opinions.

One clear example is inside the classroom. Clearly, the teacher is the expert. But students share their opinions. The teacher elicits the answers from them. Perhaps, this is because the students know what is expected of them. Finally, they are given some allowance for failure. They know they won’t be laughed at for their mistakes. They know that they are students so they are allowed to make some of those.

So goes the same with the other “reasons”. The presentation of a compelling argument per se does not make middle managers or even staff members inhibit. If there is unity and collegiality among all members of the team, even the presence of a compelling argument makes you analyze your position and the position of the whole team. Team members will all the more posit their opinions, whether these are of agreement, points of query or total disagreement.

Again, if there is clear communication of goals and the task at hand, no one will question his own ability to contribute. If there is a climate of trust and confidence on every member of the organization, and this is communicated to every one, then this will not be a problem. Nor will there be meaningless or unimportant decision. Every decision, contrariwise, affects every unit. Every item to be taken up is considered as part of the whole. Hence, since the whole influences every part, every parcel of decision influences every unit and is undeniably important to each.

I believe that what is important in every environment is a communication of trust, of confidence. Leaders must expect the best from the people they lead. This may – in the short term – turn out to be sluggish. But, in the long term, this will prove to be better for the organization. Of course, this is given that the decision is not a matter of life and death that the leader must make immediately.

Leaders, for me, must allow his constituents to share their opinions, and let them realize whether or not these are viable or not. In the process, the leaders must give some allowance for failure. Let them create an environment where failure does not mean death. Failure shakes an organization, but if there is clear policy, genuine justice and humane consideration for weaknesses, then failure will not be so bad. And only then will teammates decide to contribute, because they know they are essential to the organization. Nor will they be criticized unjustly for their opinions. When the teammates contribute, then there is ownership, and cooperation. A lot will be at stake, even for the constituents. There is a clear transformation then from the so-called “X” syndrome to the “Y”, and even to Ouichi’s “Z”.

Hence, as a leader, we must realize that we cannot do everything on our own. This is true especially in schools. Even though you are a good principal, with clear goals and vision, but you are not a source of unity and collegiality among your members, it will be hard for you to stand. The school is a place of people, more than in any organization. And people have feelings and needs. The teachers can make you or break you. Hence, as a leader, we must consider the whole picture focusing not only on our goals, but also on the goals of our team members, our own teammates. They too have something to say. And these cannot be all wrong. We have to listen to them, and let them know that we do. Only then can our organization be a healthy one. Once, I heard of a motivator speak of success as 85% attitude and only 15% skills. Now, the figures are not theoretical to me anymore. Laus Deo. (Sta. Rosa, Laguna)