In the tumultuous sea of corporate leadership, the transition from one captain to another can spell either smooth sailing or a sinking ship. Consider the infamous handovers like Bob Chapek stepping into the shoes of Bob Iger at the helm of The Walt Disney Company or Marissa Mayer’s entrance into the troubled waters of Yahoo. When leadership falters, the ripples extend far beyond the executive suite, permeating the entire organisational structure with incompetence and toxicity.

An incompetent work environment isn’t just marked by the high turnover rate. It’s also characterised by a glaring absence of accountability from those at the top. These leaders, rather than embodying the qualities of true leadership, cloak themselves in a facade of righteousness while their actions tell a different story altogether. David Foster Wallace’s poignant reflection on the nature of goodness resonates deeply in such scenarios.

Am I a good person? Deep down, do I even really want to be a good person, or do I only want to seem like a good person so that people (including myself) will approve of me? Is there a difference? How do I ever actually know whether I’m bullshitting myself, morally speaking?

David Foster Wallace

The signs are all there. Withholding salaries, imposing arbitrary rules, exploiting employees with excessive work hours, and employing fear tactics to keep them in line. These are not the hallmarks of good leadership; they are the telltale signs of a captain who is steering the ship toward treacherous waters.

Consider the cautionary tale of Adam Neumann, the co-founder and former CEO of WeWork. Within the hallowed halls of his company, employees were treated less like valued team members and more like personal servants at the beck and call of a capricious leader. Neumann’s tendency to assign impossible tasks struck fear into the hearts of his employees, creating a culture of anxiety and apprehension. In such turbulent times, the question arises: do these leaders truly care, or are they merely deluding themselves with their own self-righteousness? It’s a conundrum that plagues not only those at the top but also those caught in the crossfire below.

True leadership is not just about holding the reins of power; it’s about stewardship, empathy, and integrity. In the face of adversity, it’s important for organisations to chart a course toward a brighter future, guided by the principles of genuine leadership and ethical conduct. Only then can they navigate the stormy seas and emerge stronger on the other side.