The Power Paradox: John Cutler on Why Leaders Silence Their Own Teams

In a recent LinkedIn post, John Cutler delves into a critical paradox faced by many leaders: the tendency for those in power to inadvertently create the very environment of political maneuvering and guarded communication they claim to despise. Cutler argues that leaders, often having navigated power dynamics to reach their positions, forget that their own authority can silence those around them, initiating a destructive cycle.

Cutler begins by highlighting the fundamental nature of power in a leadership role, stating:

“A leader holds real power. Not symbolic power. Actual power over what gets rewarded, ignored, punished, and worked around.”

This inherent power, he explains, leads employees to adapt by withholding information, avoiding directness, and engaging in what Cutler terms “routing around.” This behavior, rather than being a sign of employee deficiency, is presented as a rational response to an asymmetrical power structure. As Cutler observes, leaders often express frustration with this perceived lack of honesty:

“Why won’t anyone just be straight with me?”

This frustration, Cutler contends, is frequently misattributed. Leaders often complain about office politics and indirect communication, failing to recognize that their own positional power is the root cause. He points to research suggesting that leaders underestimate how their power can silence others and overestimate the candid feedback they receive.

The Cycle of Resentment and Contempt

The situation escalates as leaders begin to resent the very behaviors they foster. Cutler describes how this resentment morphs into contempt, leading leaders to view their teams as timid, political, and lacking initiative. This perception is deeply ironic, as Cutler emphasizes:

“The irony….They resent the politics. They also produce it.”

This self-perpetuating loop, according to Cutler, leads leaders to seek external solutions, such as hiring new people who they believe will offer more direct feedback, or promoting individuals who mirror their own past ambitions. This often overlooks the talent already within the organization who are adapting to the existing power dynamics.

Deconstructing the “Speak Up” Initiative Failure

Cutler uses this analysis to explain why initiatives aimed at encouraging employees to “speak up” so often fall short. He argues that these programs address symptoms, not the underlying cause. The problem isn’t a lack of courage among employees, but rather a systemic issue rooted in the leader’s relationship with power.

“The hard question isn’t ‘how do we get people to be braver?’ It’s whether the people with power can see themselves as part of the dynamic they’re complaining about.”

Ultimately, Cutler challenges leaders to self-reflect. He prompts them to consider how their own position and actions teach their teams what is safe to say and do. The core of the issue lies not in fixing employee behavior, but in leaders acknowledging and adjusting their own role within the power dynamic they influence.