Ego in the Workplace

• What Is the Ego?
• How Do I Get the Employees to Share My Vision?
• What Are Five Common Myths Held by Ego-Driven Managers?

What Is the Ego?

The ego is the image we have come to believe is who we are. It is not “bad” and in fact, we could not function on the planet without one. It is like a costume or a role that we play which functions for us in various situations. The problem occurs when one is disconnected from the eternal, spiritual source and relies only on the ego to operate in the world. The ego personality is necessary just as our body is needed to navigate through life.

The ego is an actor. It is only a portion of who we really are. The ego is a proxy; an inadequate definition of who we are. It has been authorized by us to act in our behalf. The ego bases its identity on external validation and operates from fear. This fear is a result of not feeling connected to our inner spirit. When we are in fear, we can be sure we are operating from the ego.

The ego does not rely on authentic power but seeks it outside itself. The ego wants to protect its secret–that it is powerless, so it creates an identity. It wears a mask so that others cannot see that we do not know who we are. If we recognized our inner spiritual greatness, our ego would not have to work so hard acting out a role to convince ourselves and others that we are valuable

The ego, as an actor, is a made up identity that has no sense of internal worth and must, therefore, create its self worth from the outside. To cover this fear of being exposed as fake, the ego has many methods to validate itself from external sources. These outside symbols of power are designed to convince the ego and others that it is powerful. But all attempts to support this facade are simply cover ups of the actual doubt and insecurity the ego experiences because it is not connected to its true source or authentic inner self.

How Do I Get Employees to Share My Vision

True alignment brings about a new vision that creates enthusiasm and clear direction for everyone. An enlightened leader reaches beyond the low expectations of the ego and helps release the full potential and spirit of those in the group. This can only occur in a trusting and respectful environment where equality and affinity for one another is present.

The ego-driven leader does not see that the imaginative input that comes from the group process will be missing if the leader has the ending already defined. The ego-driven leader believes the vision and goals are something to be imparted to the group and then somehow an “excellent leader” convinces and persuades the team to share or “buy into” it. This is the misperception of the ego and is the biggest obstacle to teamwork.

The enlightened leader creates an environment of synergism in which all members of a group align with a higher purpose and together develop a passion and commitment to achieve the goal. The ego-driven leader does not. This positive group dynamic in the enlightened leader’s workplace occurs quite naturally when the barriers of the ego are not blocking the flow of energy. An ego-driven leader, in an effort to strengthen his/her illusion of self, creates an ego “static” in the workplace that affects those who are being led.

If the leader of the group begins recognizing the traps of the ego, the leader can then begin to bring about a remarkable change for those being led. The leader will discover ways to better guide the group process so that the flow continues unhampered by the constraints of his/her own ego, as well as the egos in the group.

The level reached in enlightened leadership is determined by the commitment and willingness of the leader to give up the needs of the ego. It is easier in theory than in practice because our egos are obstinate. Challenging the ego means:

• Giving up needing to know all the answers.
• Giving up an attachment to the outcome.
• Giving up the need to be superior.
• Being able to be wrong.
• Listening instead of talking.

Teamwork relies on the leader transcending the immense needs of the ego and operating from inner power that allows others to contribute from their vibrant and powerful source. This kind of alignment creates a potent opportunity for the common good of the organization. This is the true meaning of a shared vision.

What Are Five Common Myths Held by Ego Driven Managers?

Leaders caught up in their workplace drama often don’t see what is really going on in their organization. Leaders need to look in the mirror when searching for the answers to nagging problems in the workplace. Here are five common misconceptions held by leaders who have not looked in the mirror lately.

Myth:  Employees are not committed enough to the company’s vision and goals.

Truth:  What CEOs, presidents, and managers don’t realize is that, more often, employees don’t know what  the mission and goals are, and therefore cannot be committed to them. Worse, the company may have no mission or it may exist simply in the leader’s own mind.

Myth:   Employees don’t work hard and they’re not loyal.

Truth:  When the goals of the organization only serve owners or upper management, employees will have little incentive to do their best. In addition, the drama in the workplace is distracting and energy depleting.

Myth:  A strong and powerful ego is needed to be the kind of leader who can direct and control the employees.

Truth: The job of management and leadership is to empower those being led to higher values of productivity, creativity and performance.  The ego driven leader cannot do this because the ego operates from false power and needs to feel superior.  This dis-empowers employees and douses their enthusiasm, confidence and ability to excel. An enlightened leader operates from inner strength and has traits such as humility, compassion and affinity for others.  A manager operating from the ego does not have inner strength or authentic power.

Myth:  Team-building doesn’t seem to work in our company. People cannot seem to get along or get aligned.

Truth:  If power struggles are preventing employees from working together effectively, it is because the  established workplace culture does not nurture and reward cooperation, communication, and openness.  Leaders need to provide an environment of trust, honor and compassion for true teamwork to occur.

Myth:  If I share the decision-making process, I will lose control of my company.

Truth:  CEOs and managers are limiting the contributions and ultimately, the success of the company with this attitude. Enlightened leaders honor the potential residing in all employees and understand the synergy that occurs when everyone participates. In addition, planning together is a better way to give your employees a stake in the outcome of their efforts. People will work together with renewed energy and zest to make sure the agenda is a success.