'Speak TRUTH to POWER' - Recently, this simple message has been promoted from the platforms of the Annual Conferences of both the UK's Conservative Party and ICSA. Originally a phrase coined by The Quakers, most business leaders agree with the principle but recognise that factors intervene to make it difficult to execute.
The principle relies on the bravery of those transmitting 'TRUTH' and the inclination of 'POWER' to listen.
If an organisation creates a learning culture in which there are free flows of information and knowledge, experimentation and considered risk taking are rewarded and feedback processes recognise that mistakes will occur and should be learned from, then bravery will increase.
If 'POWER' is accessible and engages in dialogue with stakeholders, an atmosphere of trust emerges and 'TRUTH' is more likely to be spoken.
If 'POWER' recognises personal strengths and the implications of being single minded and decisive, then insights and 'TRUTH' which do not fit with the preferred world view are less likely to be filtered out.
But it is worth noting that 'POWER' in the shape of the late Steve Jobs, widely admired for his passion and ability to impact the lives of whole populations, shared the message '...don't let the noise of others' opinions drown out your own inner voice...'
Our emerging governance and stewardship codes contain principles which discourage the concentration of 'POWER' in the hands of an individual or sub-group of the Board. We can point to high profile examples where such concentration has damaged the value of organisations and whole economies but also examples where concentration has been explained and has not had this impact.
Perhaps the key question to ask is whether 'POWER' is self serving or altruistic?
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