The More Someone Protests, The More There May Be To It

The adage "Thou protestest too much," often referred to someone making repeated denials that often appeared disproportionate to what was being asked. While sometimes, someone is "thin skinned," and thus reacts to any type of criticism in a demonstrative manner, it is quite often that when someone has done something, either wrong, in error, or not as well as he should have, that he protests loudly and vehemently.

As disconcerting as that obviously is in personal matters, it often has far more serious and far- reaching impacts and ramifications, when it comes to organizations. While most individuals who ascend to leadership positions in organizations are generally well meaning and well intentioned, I have, unfortunately, seen numerous examples of these individuals who are either "in over their head" because they are ill-prepared for the necessities of the position, and very often unwilling to admit their shortcomings. These individuals very often get "defensive" when questioned, and become "territorial" in their dealings. Their continued "state of denial" often leads to a "crippling" effect on an organization, because many organizations are so heavily dependent on their volunteer leadership.

This situation more often than not becomes even more "toxic" because the untrained, ill-prepared individual is often swayed by someone who comforts him, and "shuts down" against someone who is more confrontational and questioning. Since relations between volunteer leaders and paid staff are often quite fluid, with certain leaders becoming "friendly" with staff, while others are more demanding that paid staff do what they are supposed to be doing. One of the greatest challenges, and weakest links in this whole procedure, is so few of these individuals even know what to realistically search for.

Loudly protesting something doesn't make the protester's position or point of view any more valid. My experience has been that those that are always complaining and protesting that they are being treated badly, or without sufficient respect, often do not warrant the respect that they seek. One of the most common complaints by these types of individuals is often that someone does not give them enough credit for knowing what to do, or that they are "grown up," or that they don't need advice, or complain that they are being "micromanaged."

Leadership consultants eventually discover that it really is not micromanagement if the individual doesn't have sufficient grasp on what needs to be done.