Are You an Accidental Cult Leader?

After a long career in corporate and professional services, and working with clients in those environments, I see more and more how they can be… well, really quite culty.

Sounds a bit over the top, doesn’t it? See what you think. Here’s a definition of what I’m talking about, from an expert researcher and educator in this field…

Destructive cults, groups, movements and/or leaders "maintain intense allegiance … through social and psychological pressures and practices that, intentionally or not, amount to conditioning techniques that constrict attention, limit personal relationships, and devalue reasoning." – Margaret Singer, Ph.D.

Sound like any workplaces you know?

You don’t need to be wearing a robe and living on a desert compound to be in a cult. Here’s 7 ways leaders might unknowingly be a little bit culty…

1. You Create a Close-Knit Circle

As in cults and other high-control groups, senior leaders often aim to create a tight-knit team, with a strong us-and-them dynamic. Anyone who leaves is judged harshly. However, this camaraderie can unintentionally isolate the team from outside perspectives, damaging innovation and growth.

Pros: A close-knit team can foster strong relationships, efficient communication, and a sense of belonging.

Cons: Overemphasis on unity can discourage dissent and limit exposure to diverse viewpoints. An us-and-them mentality, common in cults, can lead to a loss of influence outside the group, and poor decision-making.

How to deal: Spend plenty of time with family, friends and contacts outside work, and ensure that your team members do the same. When people move on from the team, celebrate their contributions and wish them well.

2. You Guard Information Flow

Senior leaders, to ensure a focused approach, might control the flow of information. This can restrict team members' understanding of the bigger picture, impeding informed decision-making.

Pros: Controlled information distribution can prevent distraction and promote streamlined work.

Cons: Lack of transparency damages trust and can hinder team members from contributing their best.

How to deal: Advocate for open communication channels across departments to ensure everyone has a comprehensive understanding.

3. You Foster Urgency

Urgency is a driving force in both cults and business. Yet, excessive emphasis on tight deadlines and consequences can breed an environment of constant stress and anxiety, highly detrimental to team well-being, as well as to results.

Pros: Urgency can drive accountability and timely action.

Cons: Pervasive stress leads to burnout, blocks creativity, and diminishes overall job satisfaction. It also leads to a vicious cycle of people hunkering down in the group, not seeing family and friends, and so diminishing healthy and grounding outside perspectives (see point 1).

How to deal: Check your habits. Is this thing really due today? Collaborate with your team to drive ambitious, but achievable deadlines in service of sustained high performance.

4. You Embrace Specialised Language

Leaders often introduce acronyms and jargon to foster a sense of identity. However, too much jargon can alienate team members and stifle effective communication, much like cults' use of coded language to make insiders feel special and keep outsiders at a distance.

Pros: Shared language promotes a sense of belonging and expertise.

Cons: Excessive jargon can alienate people, create communication barriers and limit collaboration.

How to deal: Encourage teams to explain complex concepts in plain language during cross-functional meetings. I like to ask “Would a smart 12 year old understand this?” Establish a company-wide glossary for technical terms.

5. You Blow Hot and Cold

An unpredictable pattern of punishment and affirmation creates a fear-based environment where team members tread on eggshells, constantly seeking the increasingly rare dopamine hit of the leader’s approval by aiming to please them, rather than building a safe, robust culture that can challenge norms and improve how it operates.

It happens in cults, and likewise, senior leaders can unintentionally create a fearful team if they are not mindful of this dynamic.

Pros: Positive reinforcement can boost team morale and motivation, as team members anticipate the next round of praise or recognition.

Cons: Over time, unpredictable reinforcement can foster a sense of uncertainty and competition for recognition, potentially diverting attention from the team's actual goals.

Management: While occasional praise and rewards are essential for motivation, it is important to be consistent in what you ask of, and how you respond to, your team. Additionally, focus on intrinsic motivation by helping team members connect their work to a sense of purpose and personal growth, reducing dependency on external validation.

6. You Shower Affection and Praise

High control groups may excessively praise and validate new members to establish loyalty (aka “love bombing”).

Avoiding blowing hot and cold (point 5) doesn’t mean over-doing the praise. Ironically, excessive praise can also lead to a dependency on leadership approval.

Pros: Positive reinforcement can boost confidence and motivation.

Cons: Over time, excessive affirmation can lead to dependency and blind allegiance.

How to deal: Continue providing positive feedback, but ensure employees also receive constructive feedback to foster well-rounded growth.

7. You’re a Sociopathic Megalomaniac

You’re not that, though, are you?

While no (ok, mostly no) senior leaders consciously aim to lead a cult, it's crucial to recognise that certain behaviours, meant to drive unity and productivity, might inadvertently mirror harmful cultic dynamics.

By being mindful of these parallels, you can create a balanced and inclusive work environment that fosters growth, innovation, and individuality. Embracing diverse perspectives, encouraging transparent communication, and nurturing a culture of trust can help you avoid the accidental trappings of cult leadership, ultimately fostering a healthier and more successful workplace.

Until next week,

Take care of yourself and others,

Madeleine

PS If you’d like me to work with you as you check your leadership habits, let me know and please share with anyone you think may benefit.

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