Recently I read a comment that went something like this:
Image credit: Nadja Donauer
The author lamented the following situation, in which he said “poor leaders” and the perceived need that they should be able to do “everything”. The “everything” referred to:
Being a servant leader and coach, and being knowledgeable about New Work, agility, psychology, sustainability, generational diversity, gender diversity, and other things…
Before anyone asks, I won’t say who the author is, of course, except to say that he’s a colleague I respect, and I find it quite normal that in a diverse industry like coaching and training, not everyone always agrees. Quite the opposite, the comment got me thinking, and for that, I’m grateful.
I have to admit, the comment immediately caught my eye as I was browsing my LinkedIn. I was a bit taken aback and thought to myself:
‘Do leaders really have to be able to do everything?’ and ‘What does ‘everything’ even mean?’
Admittedly, many of the managers I work with don’t operate in contexts that require them to be able to do all of the above, especially not simultaneously or in the depth that experts would be expected to do. Not to mention that I’m still missing some topics like diversity in general – in addition to that of generations and genders – as well as intercultural collaboration, dealing with uncertainty, and hybrid leadership.
Am I saying that leaders must be able to do everything mentioned above, and even more? Absolutely not! Not to mention that I don’t like using the word ‘must,’ simply because of my own need for freedom, and also because I find it too simplistic.
Every company and every organization sets its own priorities and also has its own unique framework, depending on the system in which it operates.
Many of the managers who work with me are in contexts where they are supported in developing from traditional leadership practices toward servant leadership. Some work in contexts where agility makes sense and can be fully implemented, others not.
Many also learn the difference between New Work and agility, while others are familiar with all agile methods and, in the next step, explore the associated values.
Others, however, are working on diversity and inclusion and are at varying stages of progress. Some work in organizations that are represented on every continent, while others are local, and both contexts present different challenges. Some organizations have been addressing the topic of inclusion for some time, while others are just beginning. Both are valid and both are valuable, especially when we consider that diverse teams are scientifically proven to be more creative and produce better results (Abreu, 2014; CMI, 2018; Hunt, Yee, Prince, & Dixon-Fyle, 2018).
What am I trying to say? Why am I even writing about this?
I think it’s important in situations where entire groups of people are spoken about as one, not to forget the diversity of that group and to avoid judging an entire group using one single measure.
Does that mean I think being a leader is easy? Not for a second!
However, for me, the assessment that leaders perhaps have to be the jack-of-all-trades of today also resonates with a kind of powerlessness and victim mentality that I rarely encounter in my clients‘ leaders. Many are, of course, aware of the demands placed on them and the fact that it can sometimes be quite a challenge to live up to the responsibilities.
However, I experience leaders in situations, especially when things get complicated, as powerful and solution-oriented, even knowing that not everything can always be solved perfectly.
And that’s precisely what I find so hopeful!
A later article will go into more depth for leaders who want to escape the powerlessness trap of thinking they always have to be able to do everything.
If you’re experiencing similar challenges or have any questions, please get in touch! I’d be delighted!
References:
Harvard Business Review article ‘The Myriad Benefits of Diversity in the workplace’ (Abreu, 2014): increase of level of creativity to think of new innovations and to solve problems.
‘Delivering by diversity’ study by McKinsey & Co shows that cultural diversity in a company resulted in a 33% increase in performance (Hunt, Yee, Prince, & Dixon-Fyle, 2018)
Boston Consultancy Group focused on 1700 companies & found that organizations with more diverse management teams have 19% higher revenues because of innovations (CMI, 2018)
