By Ian Ferguson
Our previous discussion engaged in provocative dialogue around the life of the Bahamian slave versus those on other plantations. We were able to address and identify the sense of entitlement that seemingly has remained with us, even today, that may have been inherited from our forefathers. Our conversation today allows us to further explore this ‘spirit’ and unfortunate legacy that many in today’s workforce still hold dear.
The first questions that we must ask is: What is this sense of entitlement that we so often refer to, and what are the evidences we see manifested in the workplace?
Essentially, the ‘I’m entitled’ mind-set is one that causes an individual to render behaviour that might project I am a Lord unto myself’. This might cause a person to think they are not accountable or answerable to anyone, and they often think more highly of themselves than they ought to think as a result of some perceived privilege or advantage. Here is a brief listing of some of the indicators that might signal a team member or subordinate has an entitlement mindset:
They are not accepting of leadership, and will do everything to defy and undermine the leader.
They constantly operate with the feeling that they are due for promotions, recognition, pay increases etc.
There is constant referral to tenure, and the fact they have done their time within the organisation.
There is often a strong desire to withhold information and assignments, as well as knowledge acquired in an effort to disadvantage others and draw attention to their talents and abilities.
There is a strong sense of arrogance and pretentious behaviour exhibited
These persons are not team players, although they may purport themselves to be
These persons feel they can miss deadlines and produce any level of work.
There is often blatant defiance to demands and requests made by senior officers.
I am fairly certain that many persons reading this article have seen these behaviours exhibited in the work environment at some point and time. While they may not always signal that there is a clear sense of entitlement, this is perhaps the leading cause.
It is quite common to see this behaviour on display in churches, corporate communities, social environments and the wider community. The next question, then, that begs our attention is what are the root causes of this sense of entitlement mindset? Here are our submissions to this valid question.
The individual has some level of seniority (not always necessarily in job title) and has been in a place of work for a large number of years
A person’s nationality and race often proves a barrier, and renders the entitlement spirit. Many Bahamians think that because they are native and indigenous, they are deserving of special privilege. In fact, they tout and publically declare: ‘I is Bahamian’.
Socio-economic class sometimes facilitates these behaviours and mind-set. The privileged and affluent, as well as the poor and disadvantaged, all come with a sense of entitlement.
Often, persons who have been told they are gifted and talented walk into situations with an egotistical manner and expect everything and everyone to resign to their will
Political forces often play into this entitlement mindset, and the ‘My party in power’ conversation seems to over-ride people’s sound judgment to produce to standard.
With all this being said, the final question that begs some attention is how do you manage this individual who is feeling entitled to privilege? There are three basic suggestions we offer in this regard:
Establish the standards by you expect that officer to adhere to. It is important to be the bureaucratic leader, and constantly provide that individual with the operating procedures that should govern their behaviour and assignments.
Once these persons are aware of the operating procedures and standards they are expected to deliver on, hold them accountable to those standards you establish. Remember, behaviour must equal consequences - positive and negative.
Finally, establish and maintain open communication and coaching towards a resolution or change in behaviour - there has to be a reality check given to these persons constantly.
There is to be no sweeping under the carpet of behaviour that will ultimately destroy the morale of the team, the high levels of productivity and efficiency and, ultimately, the success of the organisation.
• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.
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