Speaker or Loudspeaker: The Universal Dilemma
By: The Universal Post
Tags: Office Politics, Corporate Culture, Leadership, Career Development, Thought Leadership

In the classroom, my Maths school teacher came up with this weird concept of ‘speaker and loudspeaker’. During his classes he made a point of questioning each and every student. If he found a student who couldn’t answer a question but was being prodded by another with the correct answer, he rounded up both and looking through his large shiny glasses and twitching his big bushy eyebrows, he branded the one who was questioned as ‘loudspeaker’ and the helper as ‘speaker’. Then he took to task both the ‘speaker and the loudspeaker’. His spine was stiff, straight and he didn’t compromise. In his maths class, he wanted everybody to be a ‘speaker’.

Several years on, I still find this concept alive and kicking but in a completely different setting: the corporate world. Though, this can be applicable to other settings but the corporate world is striking as this is where the ‘loudspeaker’ take completes advantage of the ‘speaker’.

In a general sense, a ‘speaker’ is the person who produces the content or in other words is the ‘subject matter expert’ (in the classroom context, he is the kid who knows the answer), while the loudspeaker (in the classroom context, he is the kid who doesn’t know the answer) is this inanimate, impersonal device whose sole purpose is to amplify the speaker’s voice to the public.

In many organisations (not all), the ‘loudspeaker’ is preferred for senior executive roles. Why? If the loudspeaker is bereft of any content, why is the ‘loudspeaker’ preferred? The answer lies in the complexity of how such organisations see themselves. A risk averse organisation, which aims at stable growth, even at the cost of long term stock underperformance needs consensus builders, networkers, men and women who can be flexible, detached, bubbling with gossip, always looking for information which can be twisted to best use of a selected coterie. Unfortunately, some of these qualities are confused with ‘influence’, the very essence of leadership.

Underperformance starts at the top and if it becomes a habit. The ‘loudspeaker’ is preferred as the ‘loudspeaker’ knows how to break and present a piece of information. The loudspeaker collects information from his ‘speaker(s)’, puts it into an acceptable format and forwards it on, sometimes taking all the credit for the content. If the ‘loudspeaker’ ever fails, the first to go is the ‘speaker’ as the ‘loudspeaker’ is clever at deflecting blame and is happy to be seen as a strong ‘leader’ by firing an ‘incompetent speaker’, though the story may be otherwise. ‘Loudspeakers’ rarely get punished for failure in their organisations as ‘loudspeakers’ are supported by other loudspeakers and for a ‘loudspeakers’ manager (himself a loudspeaker) to fire a ‘loud speaking staff member’ requires a lot of spine.

Compare this to a consistently underperforming soccer team, the head coach goes first. This is because a results driven soccer team doesn’t have time for a head coach who is a ‘loudspeaker’. A ‘speaker’ comes in handy here. Here true leadership needs to be shown and the soccer organisation makes sure that true leadership is displayed.

Then the question is: what happens to the poor ‘speaker’. After all he works hard, creates content, and performs (sometimes over performs) in his role but still doesn’t get due recognition. The only option for the ‘speaker’ is to start morphing into a ‘loudspeaker’ and strike a balance (though it is easier said than done). The other option is to find an organisation which values only ‘speakers’. In the modern corporate world very few organisations have the spine to continuously cull ‘loudspeakers’ in their ranks and maintain a lean learning organisation which thrives on true leadership and high performance based on an able team of ‘speakers’. Thus, the second option is a difficult one. But this doesn’t mean that morphing into a ‘loudspeaker’ will be an easy task either as organisations which are filled with a majority of ‘loudspeakers’ at the top level, treat the top level like a ‘club’ where entry is slow and selective.

Not all ‘loudspeakers’ are complete ‘loudspeakers’ as they may have been ‘speakers’ once upon a time but after they qualified to be a ‘loudspeaker’, they slowly forgot their ‘speaking’ skills. Some ‘loudspeakers’ are able and strike a balance between their ‘speaking and loudspeaking’ skills. But this again is a tough task and is accomplished by a few.

This universal dilemma of ‘speakers’ and ‘loudspeakers’ can only be resolved by true leaders who like my Maths teacher have an uncompromising attitude and who have a keen eye on finding and developing ‘speakers’.