Why The ‘Powers That Be’ Thinking is Damaging For Employee Wellness

If you have held a job for a while, you may have come up against a wall when trying to implement certain changes. You are told that a flexible work arrangement cannot work in the organization. Or that the appraisal cycle cannot be adjusted based on performance.

The reason? The powers that be will not allow it. This philosophy has endured for years across sectors, attributing authority to some individuals and departments. These entities control what is considered acceptable and what must be dismissed.

Many human resources executives use this principle to ‘address’ employee concerns and grievances, stating that they can do little about it whatsoever. This excessively bureaucratic and frustrating environment can hamper employees’ morale and lower their motivation to make significant improvements.

However, the full damage that sticking to this principle could do is grave.

Falling Prey to Leadership Myopia

Consider a leader tucked away in their cabin, exerting infinite influence over the land. No one can challenge their plans or strategies because they know best.

It doesn’t sound remotely healthy. Yet, organizations that continue to vest excess power in some roles experience similar circumstances. This attitude can make the organization inconsiderate of the employees’ fears and insecurities. It also places the leadership and top management at risk of becoming shortsighted about necessary changes for future preparedness.

A recent PwC study noted that the future of work is uncertain for entry-level workers, since AI-led transformation has reached a feverish pace. At this time, employees need job security and optimism to feel motivated.

An HR team that refuses to acknowledge questions because the powers that be have dictated it will not bode well for the attrition rate.

Risk of Ignoring Serious Systemic Concerns

Another side effect of unbalanced power dynamics in the workplace is the risk that legitimate, far-reaching risks go unnoticed.

Employees who raise these issues, such as verbal abuse from a team leader, are told to adjust to a ‘culture of honest feedback.’ It is what the powers that be declared should hold for the entire staff. Consequently, the company risks ignoring deep-rooted problems, such as client dissatisfaction and non-compliance.

The Acadia Healthcare lawsuit against the prominent behavioral health facility is a classic example of systemic failure. The allegations state that patients were forcibly detained and also experienced abuse at these centers.

According to TorHoerman Law, this casts doubts over patient safety at the facilities and the oversight of inpatient programs.

Maybe these issues had come to light internally before things became a public spectacle. However, they may not have been heeded due to the demands of people in authority positions.

Limited Agency of the Individual or Team

Finally, a skewed organizational culture also poses a threat to employee agency, i.e., their feeling of empowerment at work.

This can be dangerous since many employees in modern workplaces already feel threatened by the rise of AI and automation. Losing agency at every meeting and interaction, and being told that higher powers have ordered things a particular way, worsens the situation.

A Forbes feature highlights that a sense of agency can help employees cope with destabilizing changes. It grants them control and autonomy, making them more involved in the process. This helps them adapt to organizational changes, such as mergers or strategic updates.

This problem also extends to teams, wherein groups of otherwise invested employees are dismissed without being heard. This can be detrimental to the agency of everyone on the team, regardless of hierarchies and roles. Gradually, the organization suffers an insidious problem: disengaged and demotivated employees. Quiet quitting may not be a thing of the past yet.

Bringing the Power to All of Us

So, how can organizations evolve from this outdated and counterproductive approach to a more inclusive, empowering one?

At the foundational level, it will require HR executives to work more closely with employees, particularly those who are sufficiently interested to share feedback or complaints. Employee portals must be reinvented, from long brochures that no one reads, to useful materials on workplace wellness that people can actually apply.

The goal is to bring employees (and the teams they are part of) involvement and power to instill a feeling of belonging. It is an effective way to align personal and organizational ones. McKinsey recommends focusing on the three Es: Elevate, empower, and energize. This strategy can cultivate employee will by developing critical skills and streamlining their implementation.

Evidently, the ‘powers that be’ ideology no longer serves businesses, if it ever did.

Employees now demand the flexibility and capacity to bring meaningful changes in their profession and industry. These are the people organizations must cherish and support to build a stronger workforce. It will hardly be strategic to alienate these capable and enthusiastic professionals by refusing to acknowledge and address their concerns.