Heroes Ruin Change

New leaders frequently feel they have been recruited to “fix” some organisational problem, usually by imposing some new strategy and associated renewal process. New research by Michael Jarrett and Russ Vince, as reported in a recent INSEAD online article (CLICK HERE TO READ) challenges the effectiveness of the “heroic leader” who outlines and drives the transformation process. While there may be some positive impact from this during the transformation process, it is difficult to maintain in the long-term. Usually this is because of the “emotional stresses that such centralised authority places on the organisation, and specifically on those in top management roles.”

To minimize the chances of such failures occurring, the authors note four key actions for Leaders:

1. Beware the desire to lead:
   The new leader needs to “have active buy-in for any plans for renewal.” This can be achieved by building “coalitions of relevant individuals around critical issues,” and ensuring that the key people are on board with those decisions that directly impact them and their authority.”
   
   
2. Read the room:
   Don’t simply push ahead and impose your own solutions. Instead, “take the time to listen to all the relevant stakeholders and get an understanding of what are the most pressing issues to fix.” This means you “can better assess how the renewal process is going to impact the authority and emotions of individuals.”
   
   
3. Harness team diversity:
   Use a collective approach to leadership, which “can create a network of relationships – a wider emotional safety net – than a singly point o authority.” A diverse collective can also bring “novel ideas, different experiences and better social regulation of the stresses.”
   
   
4. Create milestones:
   “Celebrating milestones allows a leader to cultivate a sense or spirit of collective achievement and engagement with the changes taking place.”
   
   

Offering a further piece of general advice, the authors strongly advocate walking around and listening to staff, which shows “that you care and respect them.” Building relationships and trust within your team can ensure your “people are empowered and engaged through every step of the transformational journey.”