Monday Morning Musings
Volume XXIV, Number 36 (Issue 1197) September 6, 2026
Battling Complacency – Part VII Connections and Actuators
Join Me in a Game of Follow the Leader
Spending my formative years in the pre-Star Trek era meant playing a lot of in-person, non-electronic games with friends as a means of entertainment. Board games provided a ready distraction when the weather dictated, but marshal in good or even marginal weather and you would find most kids outdoors. Whether playing a seasonal sport with rules tailored to a particular back or front yard, Marco Polo at the neighborhood pool, riding one’s bike, or rounds of hide-and-seek, Simon says, musical chairs, follow the leader, etc., little did we realize we were acquiring and building life skills in the process of whiling away the hours.
Take Simon says as an example. That game taught the players valuable lessons about listening closely to instructions. Games of follow the leader reinforced the concepts of leading by example and mirroring the actions of those in positions of leadership. While on that subject, here is hoping you were blessed to follow more good leaders than bad and that you have grown into a wise and considerate (read: good) leader.
When it comes to lessons in corporate hierarchy, the childhood game of musical chairs had much to teach although in the grown-up version many now play there tends to be only one chair everyone is circling and much of the time it has an occupant.
The numerous life lessons we were exposed to during our childhood, be it through formal means, observing the things our parents, teachers, and other adults modeled, or via the games we played, apply to us no less today than they did back when. Accordingly, now that we are adults it is imperative we remember others are watching us, not to mention judging us. The thing is all of those watchful eyes are applying their own filters and values to our words and actions. Thus, if we expect our people to be accountable, we must be accountable. If we expect them to be engaged and passionate about the work and the mission, we must demonstrate our engagement and passion for the work and mission.
As leaders we must recognize we have been granted (earned) voice and vote. Those two rights give rise to the ownership of change which in turn gives rise to engagement and passion. That, when combined with positional authority, makes leaders both instigators and champions of change. Conversely, at the other end of the spectrum where there is neither voice nor vote, the fact there is no sense of ownership should come as no surprise. What often comes instead for those who are mere implementers of change is begrudging compliance, complaint, resistance to change, and complacency. That is especially true if the “why” is not well explained.
One means effective leaders use to avoid this wellspring of recalcitrance and complacency is to give voice, if not voice and vote, to those who otherwise feel they are stuck on the receiving end of change. An added benefit for leaders who choose to seek out and genuinely listen to those on the front line is they are afforded a different perspective compared to their own. There is, after all, no monopoly on good ideas. Seeing the trees, leaves, knot holes, and thorns almost always gives a better understanding of the forest as a whole – which ultimately makes for better, more robust decision-making. It may take more time, but better to do it with the best of information than do it over due to too little insight.
Next week we will wander through the impact of bosses who demonstrate their care for those on their team.
Soli Deo Gloria
“Fathers, do not embitter your children, or they will become discouraged.” Colossians 3:21
J. Keith Hughey
Mobile: (210) 260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
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