I have worked with 11 Secretaries of Finance. I hate to admit it, but sometimes I needed to be a sycophant whenever there was a change in administration. It seemed normal for every new Boss to have his own ways and protocols, and the underlings had to adjust. What is more difficult is tolerating their gophers, some of whom are snootier than the Boss. I once had a secretary of the Secretary who scolded me for not clearing with her the interview I just gave.
This is the unfortunate life of civil servants, legislators, local government officials, as well as those of us outside the corridors of power. We have to adjust, adapt, practice humility and become tolerant. In order to survive, we have to dance to the music. We can only grit our teeth and suffer in silence.
We see sycophantic behavior among our legislators. They tread the road to power and, at times, swallow their principles. They are reluctant to voice their opposition to issues that go against their conscience. The price they pay for speaking out their mind is losing the support of the power holders.
They risk losing key positions in Congress and funding for their programs. The convenient excuse they make is that they must sacrifice their principles to protect the welfare of their constituents.
We see similar behavior patterns among local government officials. This is why they readily switch their allegiance and make the beeline to enter the door of the ruling power. Otherwise, they must live “outside the kulambo” (lose the much sought-after patronage).
Sycophants give a dirty meaning to being an enabler. An enabler is one who empowers and provides opportunities for individuals, especially the poor and marginalized, to reach his/her potential. But an enabler can also refer to someone who helps perpetuate bad leadership and poor governance by going along with his decisions and policies even if they were flawed.
Sycophantic behavior destroys institutions. Favors, incentives, and promotions are doled out to those who flatter, tow the line, and serve as minions—much to the disadvantage of the competent performers. This is the best way to discourage the best and the brightest in an organization. Productivity is lost, and so is innovation. This is how mediocrity creeps into an organization.
The effect of sycophantic behavior is not short-term. People realize that the only way to move forward is to flatter and obey. Sooner or later, a culture of compliance and blind loyalty is installed and perpetuated.
The bureaucracy and the public are predisposed to overlook mistakes to be able to share some power. Critics are silenced, and people learn that the way to survive is to praise and applaud.
It is said that there is a symbiotic relationship between sycophants and narcissistic leaders. They who need flattery surround themselves with people who applaud their actions. They cannot stand criticisms and opposing views. They feed on each other’s hunger for recognition and protection. Corruption thrives when the sycophant tolerates the narcissist. The sycophant turns a blind eye to what is wrong, loses courage, and trades off his/her spine to become a yes-man.
But not all is lost. There are bright moments in governance. All of us must have inspiring moments in our careers because we worked with professional and competent leaders. They have their own self-worth and do not need affirmation or flattery to govern well. They are democratic and practice participatory leadership by showing that everyone has an important role in an organization. They are not afraid of views that are contrary to their own. Instead, they look at criticisms constructively and as red flags that indicate the need to search for better alternatives.
It is our hope that the new administration will not be a mutual admiration society. Instead, it would welcome diversity, be open to new ideas and look at dissenting voices as an integral part of a vibrant democracy. Then it would truly live to its promise of UNITY.
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