Are You Superior?


I met a guy who didn’t mind dressing me down psychologically. Yet, he probably wouldn’t admit it, even if I called him out on it. Dressing people down in such an obvious manner is uncouth, and it suggests that the purveyor is superior while doing it. I could feel him doing it as walking down the aisle toward him. I was smiling, and I felt him analyze that smile. I could tell that he perceived smiling as a weakness. When he looked at the shirt I wore, the manner in which I walked toward him, and the way I greeted him in a nice manner, I could tell he was scoring me on an analytical chart, and I could tell I wasn’t do well. As much as I hate to admit it, his superficial analysis of me affected our initial interaction. My natural insecurities took over, and I felt inferior to him in a way that I spent weeks trying to redefine. 

This loathsome character is anecdotal evidence of a strange psychological phenomenon in our every day conversations. He’s anecdotal, because most of us don’t examine others in such an obvious manner, but do they psychologically dress us down in a more subtle, less obtuse manner? Do they score us on their personal analytical charts without intending to do so during our casual conversations? They probably don’t know why they do it. If they did, they likely wouldn’t attribute it to a search for superiority, but they do know that they’re searching for something that will give them some intangible, hard to describe feelings of superiority.

If an individual is muscular in a noteworthy manner, or gifted in the athletic arena, they already know the feeling of superiority, as most of us grant physical traits superiority. For the rest of us, this search is not as simple. How do we compare to others? How do we stack up? It’s often difficult, and fruitless, to stare into a mirror and gain true, objective definition, so we do it on the backs of others through our day-to-day interactions to try to gain some information about our identity.

The searches may occur in the first few moments we begin speaking to them, and it often involves scrutiny of our physical appearance. Are we well groomed? Do we brush our teeth? Are all of our nose and ear hairs trimmed? Do we have a socially acceptable hairdo? How much did we pay for that hairdo? How much did we pay for the clothes we wear? Do we wear fashionable clothes? If clothes make the man, what kind of men are we? Some say it’s all about the shoes. Others say that by creating a pleasing dimple in our tie, by denting that tie with the thumb in the tying process, we can create quite a first impression. Most people don’t speak in terms of superiority or inferiority in polite company. Yet, those same people worry about the first impressions they make. What are impressions, but an attempt to define ourselves among our peers?

Is it all about the clothes, or do we make a better first impression through a confident posture, the way we sit, the manner in which we hold our head when we talk, or whether or not we look our counterpart in the eye? Do we have a tongue stud? Are we tattooed or non-tattooed, and who is superior in that dynamic? It’s all relative.

First impressions can be difficult to overcome, but some suggest that what we say after the first impression has greater import. If we have a noticeable flaw we can garner sympathy or empathy, through an underdog status, with what we say in the follow up impression we provide.

To further this theory, some believe that if we notify our counterpart of our weakness –say in the form of a self-deprecating joke– it will redound to the benefit of a strong follow up impression. The subtext involves the idea that doing so will end their search for our weakness, and the feeling of superiority they gain will allow them to feel more comfortable with us. This, we hope, might result in them enjoying our company more. 

Comedian Louie Anderson turned this into an art form. Moments after taking the stage, Louie Anderson informs his audience that he’s overweight in the form of a well-rehearsed joke. The first impression we have of Louie is that he is overweight. When he addresses that first impression up with a quality, self-deprecating joke it disarms us. We thought we were superior to him, based on his physical flaw. By acknowledging that flaw, Louie takes that feeling of superiority away from us, and he gives it back to us with his definition of it. That re-definition of our superiority allows him to go ahead and manipulate us in all the ways a comedian needs to manipulate a crowd. The distraction of our physical superiority is gone, and we’re now free to enjoy the comedic stylings of Louie Anderson.

The problem with a successful follow up rears its ugly head when we begin to overdo it. When our self-deprecating humor works in the second stage of impression, we attempt to move into the more personal third and fourth stages of getting to know our counterpart better. In these stages, we begin to feel more comfortable with the person on the receiving end, and we let our guard down. The problem we encounter, partially due to our insecurity, is that these people might not be as entertained by us as they were in the second, more self-deprecating stage of impression. As a result, we might begin to fall back on the more successful, second impression to lessen the impact of our attempts to be more personal with them. “Of course I’m nothing but a fat body, so what do I know,” is a qualifier that we insecure types add to an insightful comment we make that they don’t find as entertaining. When that proves successful, and our counterpart begins laughing again, we begin committing to this qualifier so often that we become it in their eyes. They can’t help thinking this is who we are, because it’s the impression we’ve given them so often that it becomes part of what they think of us. One way to test if we’ve fallen prey to this progression is to remove that successful, qualifier that we have been adding to the tail end of our jokes and stories to gain favor with them. If we have been adding it too often, the recipient of the qualifier might add, “That’s true, but aren’t you fat?” to the tail end of our story for us.

Some of the times, we commit to these additions to complete the rhythm of a joke or story, but most of the times we do it to insert some element of superiority or inferiority. Thanks to certain situation comedies, and the effect they’ve had on the zeitgeist, some jokes, stories, and thoughts feel incomplete without some element of superiority or inferiority attached to it. I used to be a qualifier, until I realized that too many people were exploiting my qualifiers for their own sense of superiority. It was so bad, at one point, that I couldn’t say anything halfway intelligent without someone adding, “That’s true, but aren’t you fat?” at the tail end of it.

***

It’s my contention that most of us are in a constant search of indicators of superiority or inferiority. If our counterpart is religious, we may feel superior to them because we’re not. If we are religious, we may want to know what religion they are, and we may base our feelings of superiority on that.

“They’re all going to hell,” a friend of mine whispered when we passed a group of Muslims. When I asked why she thought this, she said, “They don’t accept the Lord, Jesus Christ as their personal savior.” 

I’ve heard Christians use that condemnation many times, but I rarely heard someone use it as a weapon of superiority. I realized some time later that this was all this woman had. She hated her job, her kids hated her, and she was far from attractive, or in good shape. She needed that nugget of superiority to help her get through the day, and to assist her in believing that she was, at least, superior to someone in some manner.

On the flip side of the coin, a Muslim friend of mine seemed forever curious about the American way of life. She would constantly ask me questions about the motivations I had for doing what I did. I didn’t mind it at the time, for I didn’t mind jokes about how Americans seem to be driven by sex, violence, and other “unclean” motivations. I also didn’t mind that some of her questions involved me, as I didn’t mind being self-deprecating. It didn’t dawn on me until later that she was searching for points of superiority. She saw the Muslim religion as a clean religion from which she gained a feeling of purity. There is nothing wrong with that, of course, until she used that as a weapon of superiority against me.

The search for where we stand in this chasm of superiority and inferiority can be a difficult one to traverse, so we often attempt to answer our questions on the backs of others. It’s a shortcut around introspective examination and self-reflection. Some feel superior to another, based on another’s religion, their politics, their race, or their education level. Some even gain feelings of superiority based on the manner they use to brush their teeth. Those who brush their teeth top to bottom are not doing it in the manner advised by the American Dental Association, but do those of us who brush our teeth in circles find vindication and validation from our dentist? Others base their comparative analyses on the manner in which they shave their pubic hair. If one person leaves a strip and another shaves Brazilian who is superior, and who is inferior, and where does the person that lets it all grow wild stand in that dynamic? We all have some positions of superiority and inferiority, and most of them are relative.

This modern battle for psychological definition often calls for the subtleties and nuance of guerrilla style warfare. The age of standing toe to toe occurred in the days of duels, and The Civil War, are over because most modern field generals would never risk their troops in toe-to-toe battles that former battalion leaders considered the gentleman’s way to fight. On that note, no one of the modern age would ever ask their counterpart if they think they’re superior for that might involve some sort of equivocation that details the strengths and weaknesses of both parties in which no one is a winner and no one a loser. No, the battle between two modern day, psychological combatants, more often than not, involves a never-ending battle of guerrilla warfare-style pot shots.

***

Long before my mind’s eye was opened to the comprehensive nature of this conversation, I met a kid named Walter in high school. A decent description of Walter is that he was at the bottom of the teenage boys’s totem pole. He was the rabbit and the ground squirrel at the bottom of the food chain. An indecent way of describing Walter is that he was a target for every other boy who feared being in the crosshairs of every other boy. In this indecent description, I was superior to Walter. If I was above him, I was clinging to the divider by my fingernails.

Walter did all the things boys like. He never let a slight go by without reply, and his replies were feckless screams of indignation. Teenage boys love nothing more than knowing they can get under another boy’s skin, and there’s nothing the subject can do about it. It makes them feel superior to drive another boy crazy, and it gives them a greater sense of superiority when that kid acts as if he’s being attacked by a hive of hornets. 

It would’ve been so easy to join the pack of jackals, as I saw an overwhelming number of my peers (those of us clinging to the border that divided us from Walter) join in on the barrage against Walter. The fact that I did not was based on sympathy and empathy. I knew what it felt like to be on the other end of a barrage. If Walter dominated the bully charts, I was in the top five. I thought we rabbits and ground squirrels should stick together and advise one another on how to deal with these awful moments in our lives. Not only did Walter fail to heed my advice, because why would he, I suffered from almost as much abuse as he did, but he joined the barrages against me to take a step up on me in this superior vs. inferior world.

‘Et tu, Walter?’ I wanted to yell, ‘but I refrained.’ You gave me ample opportunity to ride you, like a horse, to the promised land, but I refrained. Did I expect gratitude, respect, or appreciation from Walter ? Did I expect him to recognize me as one of the goodfellas who chose to refrain? If you knew Walter as well as we did, you knew he had a no-one-gets-out-of-here-alive mentality. I knew that, but I thought he might consider the numerous times I refrained. Not only did he fail to value, or even recognize my efforts for what they were, he apparently thought less of me for doing it. 

I don’t remember if I wanted Walter to recognize my previous efforts of refraining, or if Walter joining a barrage against me fueled some competitive animosity I gained for him, but I joined in on the next barrage against Walter. The funny thing was Walter didn’t react any different. 

For those, like me, who might feel guilty about cashing in on those opportunities to nuke another person for the purpose of gaining superiority, there is no reward for refraining. Even the most inferior will take any opportunity they can find to make another look bad. They enjoy it without reflection or feelings of empathy or solidarity, especially when they consider the new target to be superior in some way. Others don’t enjoy this, as we have intimate knowledge of the embarrassment that can accompany looking bad in front of others. We also feel some empathy for those who expose flaws that can be easily corrected. We hold our fire. In a perfect world, others would value such judiciousness, and they would return it. For various reasons, including the idea that most people do not know when we’re refraining, it is not valued. Some may even consider any refraining a display of inferiority on our part.

In a perfect world, our interactions would involve others recognizing inferiority and superiority in a gentlemanly manner. We would wait for enemy fire before firing, to win the battle off the field as well as the one on it. The problem with refraining too often, or only firing in self-defense, with those we battle in psychological warfare, is that most enemy combatants do not view refraining as an order to hold your fire. One would think that in the absence of pot shots, the other party would recognize any cease and desist order. In my experience, they don’t. They sense weakness, and they open fire. Something about the human condition suggests that even the most empathetic and sympathetic souls stay vigilant. Every once in a while, we need to fire off a few rounds just to keep our enemy combatants hunkered down behind shields. Are we superior, are they inferior? We don’t care. We just want to keep them level with us, as we learn that the individual with their mind’s eye open to the psychological games we all play must keep firing, if for no other reason than to remind all of our opponents of the arsenal we have at our disposal. 

If you enjoyed this article, you might enjoy the personal experience that drove it: Are You Superior? II

The Leadership Mystique


“A ruling class has got to have a strict morality, a quasi-religious belief in itself, a mystique.” –George Orwell

George Orwell was referring to world leaders when he used the term ruling class, but ruling class can also be applied to the supervisors of our cubicle, our softball team, and our daughter’s music class. We’ve all seen the good, the bad, and the ugly when it comes to our beloved leaders. We’ve witnessed leaders who just appear born to lead, those who seem to be perpetually learning, and those even your daughter’s preschool classmates can suss out. At some point in our lives, we think we can we spot a good leader in our business meetings, in preschool parent-teacher conferences, and in shopping mall. We think we can just spot those characteristics necessary to lead good us.

Can a Human Resources representative (HR rep) for a Fortune 500 corporation spot those characteristics better than us, to select their company’s leaders of tomorrow? HR reps tell us that they can spot their candidate five seconds after they enter the room? I used to think that was a good thing, as I thought it spoke to the years of experience the HR rep had in interview rooms. I thought there were intangibles that she could spot that I couldn’t. The question I have now, based on my experiences with the poor to awful supervisors they’ve chosen for teams I’m on. I should note that they’ve made some quality decisions over the years, but their batting average would not land them in the hall of fame. If this HR rep can spot a quality leader five seconds after they enter a room, how often is she convinced by characteristics that are symbolic as opposed to substantive? Is there a quality that HR reps look for, or is it all based on intangible and indefinable determinations?

For those not born with magical, born leader qualities, self-help guides list off a number of quantifiable qualities of leadership that anyone and everyone can memorize for an interview, but a qualified HR rep should be able to see through all that to the core of a person to determine if they are a leader.

If the HR rep is attempting to look beyond a self-help list of qualities to the true man, what is it they are looking for? Are they looking for the charismatic qualities of a leader, and can these qualities be faked throughout an hour-long interview? This degree of charisma could arguably be called a person’s leadership mystique.

Can a quality candidate fake indefinable qualities the self-help guides teach us? What are self-help guides, but a way to assist those lacking in natural leadership qualities into projecting a leadership mystique? Some of us memorize a few Churchill quotes and go into that interview with the idea that we, too, can be leaders of men and women. Then the HR rep sees right through us, and they hire the other guy. What happened?

Did that person project that image better than we did? Is it easier for an attractive person to project that image? Is it easier to convince another of leadership qualities if that person is in great shape, freshly groomed, well dressed, male or female, of a certain ethnicity, and born into a certain economic class? Or does the HR rep go into the series of interviews with a mindset that specifically goes against archetype definitions of a leader to prove that they can better spot a leader? Is it a series of lies, façades, and mindsets, or can an HR rep truly spot a qualified leader in one hour-long interview?

I’ve worked in corporate America long enough to know that even the most solid, experienced HR rep, with their breadth of experience in interviewing people, cannot see through a façade that candidates have created for them before that interview started. Some candidates are simply better at constructing a façade than others, and most people, HR reps included, cannot see through it. I’ve witnessed too many eventual managers —put through the grueling, three tiered interview process— come out as incompetent, dishonest people, to continue to believe that HR reps know more about the leadership mystique than I do. I’ve witnessed it so often that I can’t help but believe what one of my managers told a friend of mine: “If you want to get anywhere in this company, lie your ass off!” This leader turned out to be the worst employee I’ve ever worked with, and I’ve worked in the fast food industry. How did she get through the grueling three-tiered interview process? First, she was great at answering questions quickly and confidently. Those answers involved lies, half-truths, exaggerations, and deflections to successfully construct an image, and mystique, about herself that made great impressions.

I’ve had too many poor managers, and I’ve worked with too many poor non-management types, and upper level employees, to continue to believe that there is something more than the search for an unquantifiable mystique at play. The first question an HR agent must ask themselves in the post-interview grading process is can a candidate think fast on their feet? Yes, if they are good liars. There is a reason that a leader must be a good liar, and it has everything to do with perpetuating the myth of their own mystique, and the mystique of the company at large.

A good, somewhat dishonest manager will never tell you, for example, that they haven’t heard about the latest update on the company website. A more honest manager might tell you that they’ve never heard of the update and ask you to relay it to them. The dishonest manager may have a stock answer at such a point, and it’s often something along the lines of, “Why don’t you tell me what you think it is.” The manager may also look the information up later. They both arrive at that same point of knowledge, but the manager who maintains the mystique better has learned how to fib their way through a scenario like this one to uphold the mystique by never letting you see them in a temporary moment of vulnerability.

We perpetuate this myth by what we say about the manager after we return to our desk. If the manager was forthright and said she didn’t know about the update, we return to our desk with this salacious bit of information about the leader. We all seek to poke holes in their myths at every opportunity. We feel better about ourselves in lieu of the fact that we now know that our emperor has no clothes. It’s the American way to dress down our leaders, but there is also a part of us that feels a little uncomfortable with the fact that our leaders have notable holes in their garments. This is why the perpetuation of the myth is so important. This is why it’s important that the honest manager tell you that she’s heard about the latest update when she hasn’t.

It’s important, because if the good, dishonest manager successfully preserves the mystique, the employee will go back to their desk and tell their co-workers, “She said she knew about it, but I know she didn’t.” That co-worker might then question the employee’s assessment of the leader, until the employee begins to question their own assessment. “Why did I feel the need to question their leader’s leadership qualities?” they might ask themselves. “What does this say about me that I felt the need to do that?”

The obfuscation that the dishonest manager employed feeds the myth, so that it can survive another day. The employee finds that they are actually more comfortable in a world where questioning leaders exists without substantial proof of the leader’s vulnerabilities, and everyone walks away satisfied.

Does anyone know how to define leadership qualities are on a case by case basis? No, but you know it when you see it. It’s a certain mystique that they have constructed and maintained over time, be it honest or dishonest.

Another manner in which the mystique is perpetuated is in the grading process. The leader is in charge of the grading of the performance of their employees, and their method of grading will provide the employee the most tangible proof of their myth. If the manager grades that employee poorly, the employee feels less substantial and a greater need to prove themselves to their leader in the next quarter, even if the poor grade doesn’t portend eventual dismissal from the company. On the other hand, a better grade means a better chance at promotions and raises, but it’s more than that to us. We want their approval, and if they give us a poor grade, we find ourselves doing whatever it takes to please them and the way they want things done. A poor grade only enhances their leadership mystique to us.

Some of the grading process is based on tangible qualities, such as production numbers, but in many instances —in my corporate America experience— the process is often more arbitrary than many of us know.

Employees, in my most recent employment experience, were graded on a scale of one to five. Fours were given to the best, most outstanding employees, and twos were given to those employees most in need of assistance. I know what you’re thinking, you think the grading scale went from one to five. Well, I’ve only heard of one case in which an individual received a one in a particular category of their employer’s assessment. The supervisors were discouraged from giving ones, even in cases where the employee probably earned it. I’ve also heard of more than one instance in which an employee received a five in an individual category, but those instances were so rare that they should be considered anecdotal. The supervisors were also discouraged from giving out fives, because, I can only assume, that they feared the employee might not strive as hard in the upcoming quarter. We, almost all of us, received scores between two and four, and we all believed, as former NFL coach said, “You are what your scoreboard says you are.” We all believed we were the accumulated score of three-point-five, and we were all on the “strive to be a five” quest that may have been our carrot on the stick to be better employees. As the next case will prove, however, these arbitrarily low scores may have also fed into the leadership mystique of those who scored our work.  

Whether he was making a conscious effort to poke a hole in this area of the myth of leadership or not, one particular supervisor in our company, we’ll call him Pete Abernathy, decided to give every one of his employees fives across the board. Pete stated that he genuinely believed that every one of his employees were “five” employees. He had a team of eleven employees, and we could all argue that the idea that Pete Abernathy couldn’t possibly have eleven five star employees, but he genuinely believed it. Pete Abernathy was chastised for this action by our company. The company forced him to go back and change the scores to lower scores.

“Why would you think that is unfair?” I asked the friend who told me about this event, and how he thought that this manager should be forced to adjust his scores.  

“Because it’s unfair to the rest of us,” the friend said. My friend was a true believer in the system, but he had no idea how correct he was, or on how many levels he was correct. 

The “all five” scores, for every employee on Pete Abernathy’s team, was unfair in an arbitrary nature, because the eleven employees who were on his team were arbitrarily chosen to be on his team. They were the lucky ones, because that they were arbitrarily assigned to a supervisor who would arbitrarily score them so high, and the rest of us were unlucky that we weren’t arbitrarily assigned to his team. We were arbitrarily assigned to a team with a supervisor who arbitrarily assigned us lower scores. Except they didn’t arbitrarily assign our scores. They followed their manager’s order.

Pete Abernathy created a huge problem in the company, because he exposed the myth to we “three” employees that our threes were arbitrarily considered by our arbitrary supervisors, or that they had a cap on their scoring that would merit scrutiny if they went to an extreme. The message that we threes learned is that our company’s scoring process is not a precise measurement of our ability.

A science teacher once told me that it’s scientifically proven, or mathematically if we want to delve into the probability of rations, that the correct answer to most multiple choice questions is often ‘C’. Thus, our managers may have taught our supervisors that it can be difficult to find a perfect quantitative and qualitative score for eleven employees every quarter, so when it doubt go ‘C’, or in our company’s case, three, when scoring an employee’s performance. Three might not get us much of a raise, we realized, but at least we’re not a two. We walked away satisfied, not happy, but satisfied that we would, at least, have a job for another quarter.

Pete Abernathy unintentionally exposed the myths and mystiques to at least one employee, me, because I asked the question, ‘Why strive to be a five when it’s pretty obvious to me that I was arbitrarily assigned to a supervisor who only gives out threes?’ If I have a supervisor who follows the company’s unspoken rules, to the letter, and they feel the need to abide by the rules inherent in the leadership mystique by arbitrarily giving out threes, what’s the point of busting my tail for the company.

“Keep your own records,” a friend of mine said when he was put in a position to deliver me my supervisor’s scores for the quarter.

“So, you’re saying that these scores I received are set arbitrarily low?” I asked.

“What evidence do you have to prove your supervisor wrong?” he asked. I didn’t have any, and I told him so.

“Keep your own records,” he repeated. “Keep your accomplishments in a spreadsheet that you can present them at the time of grading, and then present them if you decide to dispute their scoring.”

It’s all arbitrary.

The overriding point of the naysayers occurs in response to this flood of information, and it is nestled somewhere in the idea that we all need something, or someone, to believe in. As the information piles in to suggest that our federal government is either corrupt, incompetent, or something that we should remain skeptical about, we learn that our state government may be as corrupt, and that our local government is full of incompetency. Learning these details from an informed skeptic might illuminate us, but we maintain a certain level of detachment from it, because we hate politics, and we think most political discussions don’t hit home. When we question the method of operations of the company we’re employed in, however, or the supervisors or managers that we’re employed under, it hits close to home, and we begin to question our personal beliefs in a way that makes us feel a little uncomfortable. 

I spoke to a number of coworkers about this issue, as I was obsessed with it. Their natural inclination was that I received a poor score for the quarter and my conspiracy theory was built on bitterness. When I freely told them what my accumulated score for the quarter was, and how it proved my point by being equal to theirs, their “C’mon!” smile faltered a little. When I told them the Pete Abernathy story, they didn’t enjoy listening to my story anymore. They gave me obvious signs that they didn’t enjoy talking about this topic.

If we can believe in nothing else, even ourselves, we want to believe that our company knows us, and that they put forth due diligence into properly evaluating us, and judging where we stand among our peers. We understand that it’s difficult, based on the size of our company to always be exact, but we want them to be as exact as humanly possible.

“Okay, I got it!” one of my co-workers said when I wouldn’t stop pounding my points home.

Whatever their actual response is, they unknowingly inform the skeptic that they do not want their personal foundation shaken up in such a manner, and they prefer to draw a line in questioning the idea that that which we used to define ourselves against mediocre employees cannot be based on a “Fudge” in the system in which we all operated. The alternative is too random. They need to believe in the system, even after it’s pointed out to them that the apathetic guy that sits next to them just received the same arbitrary scores that they did. They need to believe in something, so they choose to reject all that we’ve said, and they prefer to believe in all the illusions, delusions, and the mystique of leadership that they are fed on a day-to-day basis.

The cynical portion of my brain can’t help but think that the grading process was also created to provide distance between the follower and the leader to strengthen the mystique of the manager, leader, and score decider. A “five guy” may think he’s two steps away from the leader, and he may think less of the manager in that light, but a “three guy” knows he has a lot to work to do if he ever wants to consider himself on par with his leader.

“I’m only a three?” I asked, after receiving my evaluation in a one on one. I worked harder for that company than I’ve ever worked for a company in my life. “Actually,” my supervisor said, “You are a 3.8, but the grading process requires that we round down.” I was confused. “So, a 3.99999 is still a three?” The supervisor had a half-smile, “A three point eight is great. You should be proud. It puts you in the upper tier. It means you have fewer areas of concern than a 3.00 employee might.”

That supervisor tried to enhance her leadership mystique by basically saying, even though I gave you arbitrarily low scores, I’m on your side. I am very pro you, and I will go to bat for you, even if I know my arbitrary declarations basically put us on a superior vs. inferior plane.

The Orwell quote, “The ruling class has got to have a strict morality, a quasi-religious belief in itself,” placed the focus on the leaders, but in my experience the role the followers play is just as vital to maintaining the mystique. Leadership requires that we followers believe that “our” leader has qualities that we don’t. If we believe that our leader exhibits the qualities we assign her, we may see it as in our best interests to kiss her coccyx in a figurative manner. It’s my contention that kissing coccyx is a function performed by two relatively innocuous individuals for a mutually agreed upon result that benefits both parties involved. The person that a follower chooses to assign such characteristics achieves that level in a vicarious manner, and while they may enjoy ridicule or skepticism directed at leaders, or the systems those leaders abide by, most followers do not enjoy it directing at “their” leader for it undercuts one of their primary functions. If we dare to expose them it also undercuts us in a strange way, because if we are effective in our pursuits we may be left with nothing to believe in. 

We all love that guy who questions everything when it comes to the federal government, and the president in particular. That’s just kind of the American way, and a tradition that –at the very least– dates back to our colonial forefathers mocking and denigrating King George. Mocking state and local leaders is “Okay” too, because “Because they signed up for the gig. They should’ve known they were signing up for performance scrutiny.” When we criticize our boss at our company, and the whole manner in which our company operates, and we do it in an effective manner with uncomfortable evidence that holds up under scrutiny, it makes us so uncomfortable that “Okay, I got it!” comes out with a level of force that reveals how much we don’t really want to hear this. 

The leadership mystique requires both the leader and the follower to understand their respective roles, but that dynamic is precariously balanced on respect, trust, legitimacy, and a number of other factors. Both parties know that scrutiny will be part of the game, as will the jokes, and the playful derision behind the boss’s back, but that’s mostly a fun part of the game. When we’re done with that game, both parties know that as disgruntled as the follower might be, the system is fair and merit-based. When some “busybody” comes along and seriously challenges the foundation of that system and our relationship with our company, we don’t want to hear it. If the boss feels forced to address it, she’ll do so with an, “It’s not true,” and we accept that answer so quickly that it’s obvious that that’s the answer we wanted to hear. Another part of our eager acceptance of her reply is that we live with this notion that our system has already been properly vetted by those in the know, and they drained of it any skepticism in their boardroom meetings. The final problem is that if we believe the busybodies of our system who exhaust us with their skepticism, is if they find an argument that could undermine the system we operate in, in our beloved company, we’ll have nothing left to believe in.