Be A Leader, Not A Hero

The narrative of the CEO as the hero is hyperbole.

Too often, executives and managers have been cast as lone heroes in an untamed business landscape. When we look closely at the comparison, we find that the concept of the manager or executive as the stereotypical hero is not a useful comparison. Managers with this hero mentality tend to express many of the negative characteristics of cartoon heroes. They tend to look out for themselves and work in ways that make others ineffective.

Effective leaders will demonstrate behaviors such as:

• Empathy

• Empowerment

• Humility

• Respect

• Teamwork

Ineffective leaders will demonstrate behaviors such as:

• Micromanaging

• Asserting rank authority rather than competent authority

• Ignoring problems brought to their attention

• Denying or preventing “bottom-up” strategies by managers and experts in the organization

In past times upper management has employed this very stereotype of the blindly-confident heroic persona and put this forward as their personality. We are not perfect, and not even close; therefore, all administrators should employ a degree of humility in their work. When the company is inconsistent in its messaging, directives, and management of employees, it projects an image of incompetence. Executives should not expect staff and others to consistently overlook the fact that their promises do not match their actions nor the narrative that is "told" by the company culture. All persons internally and externally will view this type of inconsistent leadership as “losing touch”, and will find it difficult to believe in or to be inspired by such Executives. In positions of great responsibility, it is easy to fall into the trap of approval-seeking behavior. Instead of trying to be a hero at the top doing the work of many, upper management should self-aware and powerful enablers of others. The CEO’s job is to create heroes within the organization and put them to task on its mission. This approach allows the CEO to exercise their power by enabling collective action of their team and company. Have you heard the old advice that a good leader knows when to delegate?

Humility is demonstrated with attentive listening, collaborative interactions, and authentic communication. Executives who are afraid to make mistakes will avoid opportunities to learn, and do the company and themselves a disservice in the long run. Executives with this temperament usually also restrict the growth and development of those working with them, and may not be aware of this effect. These undeveloped qualities in an executive will lead to worsening outcomes, both for the leaders and their teams. Successful leaders aren't afraid to make mistakes and employ prudence in all matters. Successful leaders understand that only by seeking to learn from their mistakes, can they consistently grow and improve.

Here is an easy list of things that you can do to unlock your personal power:

• Take some time to focus on team members and personally get to know them better.

• Always try to understand before you respond in a tense or challenging situation.

• Create time for uninterrupted focus and get into the “flow” of work

• When you make a mistake, hold yourself accountable for your actions and their impact

When a manager or executive does not cultivate a humble and reflective view of themselves, they decrease their effectiveness and power. Consistency in a leader is a sign to employees and stakeholders that their personal goals and the strategic goals of the organization are well aligned. When there is inconsistency, upper management appears inauthentic and ineffective. This can have other spillover effects as well since many talented employees will find it difficult to work for a leader that they do not believe in or respect personally. By prudently exercising humility and inviting constructive feedback, upper management can affect the development of their personal power, as well as empower and enable the development of those around them.

To be a great leader requires continuous improvement and self-awareness. By using these tools, executives, and managers can become a better and more powerful version of themselves.

Your Next Challenge: To be the best you can be!

Now that you have considered these ideas, how can you put them into practice?

These insights could be your key to success!