The blog post

Nearly 30 years ago, I had my first real encounter with what not to do as a leader. I was working in a General Motors factory where the culture was one of daily disrespect. Leaders--if you could call them that--were quick to belittle, yell, scream (with spittle flying) at employees on the floor. The lesson I learned wasn't the one they thought they were teaching.

This behavior wasn't "tough love" or "just how things are done in manufacturing." It was toxic. And it didn't lead to improved results. It didn't drive engagement. It didn't foster continuous improvement. It certainly didn't build trust. At best, that type of leadership creates short-term compliance. At worst, it drives costly mistakes, disengagement, and deep cultural scars.

It was management by intimidation--and it failed. Repeatedly.

Fast forward to today, and the evidence is no longer just anecdotal. Organizational psychologist Adam Grant recently wrote in The New York Times:

"The evidence is clear: Leadership by intimidation and insult is a bad strategy. Belittling people doesn't boost their productivity; it diminishes it. Disrespect doesn't just demotivate. It also disrupts focus, causing costly mistakes [including in operating rooms]."

Read the full article (free link)