It's a terrible thing to look over your shoulder when you are trying to lead.

Franklin D. Roosevelt, the 32nd President of the United States, was quoted during an arduous period in American history. At a time when he navigated the country through the Great Depression and the last branded world war. We are perpetually at war. Unfortunately for advocates of common sense, the marketing team lacks the courage to place a Roman numeral attribution. Still, the sentiment is ever-present. In the corporate world, internal politics, due to a lack of external competition, inflates and spreads to pandemic levels. In such a setting, there is only one definitive leader (DL) permitted to voice their commands. However, if competent, the DL will hire employees with leadership qualities that will respect the hierarchy.

Creating competition amongst them with the aspiration to gain the DL’s approval. A verticality is thus generated, and this model is funneled throughout the corporation. Employees engage in direct competition with each other, creating a hostile work environment. The hostility takes the form of something akin to high school bullying. Harassment, deliberate negligence, intentional delaying of tasks, finger-pointing, and other destructive practices. It’s a cultural adoption that slows productivity due to demotivation from employees and therefore affects optimal growth.

I have conducted extensive research not just as an employee at a powerful telecom company but also as an obsessive neurotic. Out of respect for the employers, I will not mention the company by its authentic name. Instead, I will refer to it as DumbComm. And their struggles, frustrations, and irritations won’t be diluted out of respect for the employees. DumbComm nurtures and promotes internal politics while keeping the façade that they implement initiatives such as a whistleblower program. Where they encourage employees to come forward and report any unfortunate occurrences.

On paper, it’s a phenomenal idea, but in practice, there’s no benefit for the individual due to the culture. One that, as mentioned, could be called DumbComm 90210, where gossip spreads like COVID-19. Or perhaps a less outdated high school TV show reference, like DumbComm Musical: The Series. The conductor is a one-note maestro. It’s because familiarity breeds comfort, and any disturbances are a hassle. No matter how warranted the disturbances might be. Not solely towards inbreeding victims but also on a company level.

Power struggles are manifested in two dimensions within DumbComm’s culture. First, there is a struggle driven by personal ambitions resulting in an individual mindset rather than a cooperative one. Secondly, the primary focus of employees is job preservation as opposed to exercising their leadership skills. Qualities that were taken into consideration during the hiring process. As a result, there are fewer thinkers and more followers with no practice of independent thought. Conceptual ideas are often regarded as threats by middle managers. Innovations are welcomed but credited to directors, and common-sense initiatives are dismissed. I would propose concepts, innovations, and common-sense ideas only to be dismissed by middle management with “You’re right, but this isn’t the standard.” “You’re right, but we don’t have the budget.” “You’re right, but this is an ideal.”

I am perplexed at the reaction purely based on a communication standpoint. Surely, if I am right, then we should change the standard, find the budget, and attempt to achieve the ideal if DumbComm wishes to practice what they preach which is being “The Leaders of Digital Innovation.” If DumbComm agrees that our company brand communication is that delusional statement, then we (as a company) must lead by example. To lead doesn’t mean catering to the standard; it means showing the path to lift, empower, and inspire those who want to reach presumed ideals. To innovate means “to introduce a new,” an ideal means “existing only as an idea.”

If there is a persistence to march towards the ethos that DumbComm is the leaders of digital innovation, then the big ideals must be attempted to attain the little ideals. The more case studies of successful little ideals achieved, the more confidence in expanding those ideals. By pledging our collective allegiance to what we speak and doubling our efforts to improve and reach greater success. Alas, common sense never reaches deaf ears: “DumbComm replicating the standards.”

I must stress, that I’m not unmindful that some are averse to breaking the pattern. I am not naïve that it is more comfortable to go with the flow. I am not oblivious to the self-evident truths that govern the successes of this powerful company. But if there is a failure to lead in the pursuit of the new, if we ignore the discussion of entertaining ideas, and if we ignore the principle of fostering humanitarian practices, then DumbComm isn’t walking along the desired path.

The path is simple. To give value to the employees who will want to drive the value of the company. To give respect to the employees who will want to reciprocate the same sentiment not just for DumbComm but amongst each. To develop an understanding that the collective is far stronger and more valuable than the individual. To march by making every step count, whether, figuratively, or purposely. To evaluate based on the merits of our skills and the content of our collective character.

Please don’t misunderstand. I am not kumbaya-ing. We are not employed to hold hands but to join in the spirit of attempting, practicing, and actualizing all the ideals. Misconceptions are being nurtured and promoted by the intellectuals. When they speak with pessimism about how it is fruitless, useless, and a waste of time to act. If there’s a permanent culture of not wishing to be active, a massive opportunity will be long gone to control market shares, and corner markets, and be innovative in the development of an alternative business model that promotes the drive of sales and the value of its employees. I happen to have conceptualised such a business model, which I have named Melonomics.

Melonomics is not revolutionary. It’s the adoption of common sense for business and humanity. It’s a formula centered on helping the economy and valuing those who contribute to it. Based on the merit from the mastery of skill and the discipline of their known character. I believe that there is a definite regression in people placing faith in humanity. This is due to the compounding violation of stripping the human essence of individuals in the workplace. I see it at DumbComm when a corporate laborer must travel to help the company make money, but the corporation refuses to pay a minimally paid worker the fees to assist in this supposed crucial task.

No euro fuel money, no quid for a dish, no dollar if misfortune falls. I’ve experienced this in a taxi service when the driver launches an elaborate story. How he went to his preferred pizza place and received an unusually cold drink, which made him sick. I proposed he should have water to quell the coughing. He proceeds to show me his empty water bottle. I insisted he should park the car somewhere nearby to purchase him water but he stopped me.

With a hoarse voice, he timidly said, “I have water in my trunk.”

“Then go get it, dude.” I replied earnestly.

“Are you sure?” he asked with fear.

He returns with the spare water bottle. As his voice breaks from sickness and deep emotional frustration, he shares that no one treats him like a human being.

And I’ve also personally felt the dehumanization.

Business is personal to all of us because it directly deals with our livelihood. There is no excuse not to value the worker with motivational methods, clear communication, sincerity, common decency, and a little goodness. If employees trust their employer that they will deliver on the aforementioned, then organically they will give their utmost best. Because they were hired from thousands of applicants who can demonstrate they can be profitable to the company. In Melonomics, motivation is credible through status reflected within the organization’s hierarchy and only legitimate based on the accuracy of the communicated message. Whereby the messenger and the precision of the communication lends to credibility and legitimacy. The cost for the corporation is initially minuscule and must gradually increase in small increments. I put this theory into practice at DumbComm.

I printed 50 tent cards that could be placed on a desk with the message reading “Your support has been vital in establishing our leadership in digital innovation. Thank you for being an essential part of our journey—Melo.” The total cost was roughly $120 but brought a considerable amount of value to the employees. It was all based on the approach and the tailored accuracy in the communication. I walked up to them and mentioned I only printed 50. With total sincerity, I thanked them for helping me, assisting me, and being there for me. That they merited this gesture. The initiative even prompted a senior director, who has been at DumbComm for over 20 years, to say, “It really touched my heart; thank you.” For only $120, 50 employees, hired for their skill, were reinvigorated with a small push to do better on that day. But the motivational value shouldn’t end there. Progression is imperative.

Forward Motion Motivation builds on the initial foundational motivation initiative and must be delivered in small doses. Micro-dosing employees with sincere appreciation increases the true value they have residing within. They will reciprocate it to the company because human beings want to practice goodness. Then again, “the missing piece” will always be present and accepted. Those who desire to be contrarians and disrupt the flow. “The missing piece” is a cautionary tale for those who take pride in their work due to the respect they have for the constitution of their character. Who wants to work because productivity is known to contribute and deliver happiness? And how can we be happy if we are constantly looking over our shoulders? How is it even fathomable? I don’t personally understand the reasons behind creating a business solely driven by money.

Yes! Business is about money, but more can be made if we bring back the humanity in the human beings we employ. Internal politics would disappear, and motion in operations would increase, creating an ascension of growth. Those companies who choose to adopt the spirit of Melonomics will be recognised by industry-leading companies as undoubtedly leaders. The established leaders would invite those companies from the hall into the room and eventually to sit amongst them. To have a voice in major decisions in business. And on an individual level, if you, the labourer, demonstrate you can make money and contribute to society by giving to charity, to a foundation, or even establishing your foundation, you will be viewed as a leader. And invited to speak at universities, offered to be the board of so&so and such&such, to be the CEO of this/or/that. This is how you lead in the business setting.

Given the incredibly low standards, leading by example through practicing what you preach helps you achieve actualization. To be able to live with yourself in the knowledge that you have made this life meaningful through contributing to society and providing for your personal organization: family and loved ones. Life encompasses two questions: What am I about? How am I walking? Am I walking away? Walking towards? Am I walking in a circle? Am I walking behind people, and are there people behind me? Who is walking beside me? Who dares to walk with me is based on what I am about. My beliefs, my ethics, my morals, and my values are what I am about.

This is a call for society to learn how to walk. Unfortunately, we are nowhere near ready. The focus is heavily directed at the microcosm of the minutia. We say we need time when really, we want space to answer those two simple yet deeply imperative questions. How are you able to walk if you don’t remind yourself of what you are about? Allow me to motivate you further with one question: What are you waiting for?