The Death of Consequences?
by Robert W. Wendover

In my weekly travels, I field all sorts of questions from those in my presentations. But the one that struck me like a bolt of lightning recently was posed by a gentleman in Orlando. “Tell me,” he asked, “Do you foresee the death of consequences?” When I asked what he meant, he rattled off the following examples:

• Teachers who give everyone an “A” rather than having to dicker with parents or school administrators.
• Employees who talk their way out of tardiness and unexcused absences.
• Executives who are fined thousands for unlawful transgressions, yet keep the millions they stole.
• Parents who rush to the aid of children committing inappropriate acts rather than allowing them to suffer the consequences of their actions.
• Supervisors who explain away unacceptable performance rather than take corrective action.
• Overprotective legislation that encourages the populace to rely on authorities for preventing or resolving every altercation.

Senator John McCain writing in Fast Company, observed that “Over the past 30 years, American culture has defined courage down. We have attributed courage to all manner of actions that may indeed be admirable but hardly compare to the conscious self-sacrifice on behalf of something greater than one’s own self-interest.”  While I agree with him philosophically, I also know that courage to act on our convictions begins on the front line: at home, in the office, and in everyday life. Without this courage, we will see the death of consequences.

Several years ago, Ed Oakley and Doug Krug wrote a book called Enlightened Leadership: Getting to the Heart of Change. In it they argued that those working in most organizations already have the knowledge and skills to lead effectively. What they need is the encouragement. The thing that appears to be increasingly lacking from work environments is the courage to make supervisory decisions about those who won’t or can’t perform.

Where will tomorrow’s leaders come from if those in the wings emulate the behavior of some of those in charge today? Some young professionals tell me that they have no desire to assume the mantle of responsibility if it means losing the balance in their lives. Others confide that they have no desire to take on a management role if they have to act like many of those they presently see at the top.

I don’t mean to sound preachy. Nor am I setting myself apart as a model for others. But if we, as a society, are to leave a legacy we can be proud of for those to whom we have given birth, the enforcement of consequences must begin with each and every one of us. If not, these youngsters will continue to work the system we have allowed to evolve in American society.

Robert W. Wendover is the Director of The Center for Generational Studies. Contact him at wendover@gentrends.com

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