My experience with executives is that they don’t necessarily want yes men, but there’s a range of acceptable criticism or feedback that they’ll accept. As long as you’re within that range, it’s fine.
I’ll agree with this.
If you try to address fundamental problems that might require real change… well those people tend to get suppressed.
Potentially true. I remember trying this too when I was really young in my career and getting sidelined. What I know now is that I had no idea what the hell I was talking about. I thought I knew enough, but really I just had a fraction of understanding. I had an older mentor give me some guidance around that time I didn’t understand until later, but after decades in the workplace I know how I screwed up.
They’ll happily take feedback on meeting structure or project planning or whatever. But try to do a retrospective on what the true longterm costs of their decision to go with the cheap, but unreliable solution and they’ll blackball you.
There’s some truth to your statement, but you may be missing the bigger picture, and at a lower level, you’re not privy to information you would have needed to arrive at the decision leadership did. Your job at the lower levels is to execute on the plans of leadership. You do have a responsibility to use your mind and if you’re seeing risks (short term or long term), communicate those up the chain. However, leadership may already know those, or may know about bigger risks from not moving forward you’re not aware of.
Again, good leadership isn’t absolute. There are certainly idiot leaders and CEOs. There are also good people that are leaders and CEOs that are just out of their depth in areas. Both of these can result in the same thing that they make a bad decision and the organization and the workers could suffer.
I’d recommend you increase your sample size to give you additional perspective.
This is too simplistic a view.
Yes, work culture originates from the top, but once in place the corporate culture is supported and re-enforced by middle managers and even the workers themselves. So once that original corporate culture is in place, swapping out the CEO doesn’t change it. It is very very difficult to change an org once it’s culture is set. I can’t tell you how many times I’ve heard that a process can’t be changed “because we’ve always done it like this”. Sometimes purging existing culture means firing a number of managers and workers that are unconscionably enforcing the existing culture before new work culture can exit. Sometimes it means the entire org has to go.
What it sounds like you’re describing is more of a middle management problem. As in, you’ve been under micromanagers or straight up narcissistic psychos that rose to a position of power, and use their power to abuse those under them. If those kind of people ever rise to executive leadership or even a CEO that usually means the pretty quick firing of that person or the org goes under/gets acquired.