An employee volunteered to work a quiet weekend to modify a piece of equipment and speed up task changes. The request seemed simple—a good idea, even. But the following Monday, chaos ensued. He was confronted by colleagues from all shifts. Apparently, the employee not only made the changes he had discussed, but also went far beyond what was agreed upon. The atmosphere became tense, and his behavior became a source of criticism.
Observing the situation
two operators from another team approached him. One telegram number database summed up the general sentiment: “He wants a promotion, but he’s going down the wrong path.” The other went further: “He feels left out. His colleagues make fun of him for being slower, they don’t listen to him, and now he has a family to support. He wants his kids to be proud of him.”
Empathy and emotional intelligence reveal the real “why”
This story shows something that many leaders forget: an employee’s motivation is rarely explained by a single action. At first glance, he wanted a promotion. But when ux design: what it is and why it matters you look deeper, you realize that he also wanted respect, acceptance, and a sense of belonging. More than that, he wanted to be a Why Effective Leaders role model for his children. He wanted to prove that he was capable.
Situations like this are not unique. “Negative” behavior, such as criticizing colleagues or seeking excessive recognition, can indicate insecurity, low self-esteem, or a loss of professional identity. When a former supervisor began sabotaging the new leader’s decisions, for example, it was not just resistance to change — it was the pain of losing his symbolic position within the team.
Going beyond the obvious changes everything
Swapping rooms with this former leader was the fresh list solution found. His position and responsibilities had not changed, but the environment indicated otherwise. By returning the physical and symbolic space, the new leader restored his colleague’s sense of value and respect. The result was immediate: an end to the sabotage and harmony was reestablished.
The lesson is clear: actions reveal intentions
but real motivations lie deeper. A request for a raise may actually be a search for recognition. Aggressive behavior may mask fear or insecurity. The key to dealing with these issues is to go beyond the surface, practicing empathy, active listening, and emotional intelligence.
A good leader digs to the third level
Whenever you are about to act or react, stop and reflect: what is behind the action? What is the context? What human need — belonging, pride, safety — is at stake? Asking yourself this can completely change the way you handle a situation.
As the text says, wisdom is often found in the factory, Why Effective Leaders on the shop floor, in informal conversations. But to access it, you need to do more than just listen. You need to understand.