"When the guru told you to do something, no matter what you thought about it, you did it, because that command was "sacred." Arguing with the guru, it was said, was a fool's response, like kicking gold. Because she was believed to be so evolved, no one dared challenge her authority. And she often expressed anger if they did. This caused many of her followers to cower in her presence."
"These days I work with leaders in organizations. And sometimes, an organization has a "guru" CEO who believes they are all-knowing and makes sure that everyone else knows it, too. Staff tiptoe around the leader, nodding their heads, doubting their own wisdom, and cringing when they do speak up and get a nasty look or are ignored by their boss. Others jockey for power by signaling that they have a special relationship with the leader. The company gets a reputation for being "toxic.""
A prolonged stay in an ashram revealed how unquestioned guru authority demanded obedience and instilled fear among followers. Commands were treated as sacred, dissent was likened to kicking gold, and expressions of anger from the guru caused followers to cower. Similar dynamics emerge in organizations led by 'guru' CEOs who assert all-knowing authority. Staff tiptoe, doubt their judgment, avoid speaking up, and jockey for favor, producing a toxic culture. Talented founders may become convinced of knowing everything after constant affirmation, making it hard for them to recognize arrogance. Executive coaching that examines power dynamics can help such leaders change behavior.
Read at Fortune
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