Leaders, stop trying to be heroes
In a Harvard Business Review article titled, “LEADERS, STOP TRYING TO BE HEROES”, the traditional view of a successful business leader is they have to be infallible, in control and fearless. They appear to be born hero leaders; gifted with intelligence and able to come up with brilliant ideas, providing directives from the mountaintop for the organisation executives to execute.
I always thought that this ‘Michael Corleone’ (of the Godfather series)-style leadership was limited to the old-school bosses, but I was proven wrong when I discovered that some young people today in C-suite and senior leadership positions practise this style of leadership too.
I’m not against hero leaders as some situations demand a directive-style of leadership. But what I strongly disagree with is when a leader leads with ONLY this style of leadership. In today’s changed world, this approach of governing people feels outdated to me.
Today’s business environment is becoming increasingly unpredictable and is shifting fast. No single superhero has a foolproof recipe to solve complex problems on their own; ‘Avengers’ team ups and a host of other side characters are needed to face the VUCA enemy.
Hero leaders with all the answers are no longer what companies need. We need more PEOPLE leaders - leaders who are able to articulate a compelling vision, show vulnerability and connect with the bigger team to make them feel respected, inspired and challenged. To win as a team.
Any leader who has the courage to display more of their human side to their stakeholders will be able to connect with them at a deeper level. When they successfully do so, the business wins.
But if today’s leaders are aware that they should lead more with their hearts and souls, why do people leaders still remain the exception rather than the norm? HBR says it’s because by being more human, leaders face the fear of:
Exposing their true selves. They fear it may change how others see them and they might appear weak, which could result in them losing authority, respect and love.
Dealing with co-workers’ emotions. “What if someone starts crying? I have no idea what to do or what to say!”
Potential chaos. They fear that if everyone starts relating to each other emotionally, it could distract them from doing the actual work.
For leaders who want to learn what it takes to be a PEOPLE Leader, I would recommend you read any of Dr Brene Brown’s books or listen to her podcast.
By being more human as a leader, you can fuel stronger stakeholder relationships and transform performance for your company because ultimately, people want to do business with people they can connect with and trust. ●