sung by the Wicked Witch of the West in The Wiz
Sophocles observed, “None love the messenger who brings bad tidings.” In ancient Greece, messages were delivered in person and urgent messages were entrusted to fast runners. The recipient of unsettling news was likely to vent their emotions upon the people closest at hand, including the messenger. Relaying bad news to a ruler was particularly risky. In extreme cases, the exhausted marathoner might be struck or killed. Hence the phrase, "Don't kill the messenger."
While few employees fear for their life in the presence of an executive, most fear for their careers. When asked to express an opinion, many subordinates are careful to say exactly what their superior wants to hear. Bosses tend to think that people who agree with them are smart, insightful team players. Bosses tend to think that people who disagree with them are negative, critical, and unsupportive of organizational goals.
“Yes men” are popular; they make others feel good about themselves. Everyone likes to hear their own ideas supported and reinforced, and leaders are no exception. Unfortunately, once a leader begins encouraging and promoting only the people who agree with them, they become insulated from dissenting views. And managers who consider only one point of view make poor decisions.
As painful as it seems, enlightened executives need to ask themselves “what if I’m wrong?” To actively seek out contrary ideas and disconfirming evidence. To allow others to ask tough questions without getting defensive themselves. To encourage a culture of open discussion. To learn from their mistakes and make better choices next time.
Instead of "killing the messengers", most leaders would be better off getting rid of the “yes men”.
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