Failure is not an option!

“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” — Attributed to Charles Darwin.

The question persists - Why do some of the best educated and intelligent managers fail at leadership? The idea has been debated for a while, and the consensus was that luck or chance played a role.

Social scientists and increased research into Organization Behaviour give us some idea of what might be happening. Two constructs are indicators - Loss Aversion and Conformity. Humans are hardwired not to accept loss easily. The thrill of winning takes the second spot to the fear of losing, which is accentuated when no long-term strategy is in place. A clear understanding of the long-term loss in chasing near-term gains needs to be clearly understood. The following anecdote is indicative of the time of Neville Isdell, the former CEO of Coca-Cola. When the Berlin Wall fell after the collapse of the Soviet Union, he wanted to invest in several new markets, including Romania. Coke’s President, Don Keough, pushed back on the Romanian investment. Neville told him, “I believe things will change. For $8.5 million, to be first in against Pepsi, to capture that market, is the right thing to do. It’s leadership, and we need to be the leader.” Isdell showed an uncanny ability to make the first move and capture market share against all odds. He thought long-term and did not allow loss aversion to cloud his judgement. He dared to stick his neck out, the hallmark of a leader.

Humans are also animals driven to confirm. It creates a safe zone and allows us to avoid conflict. However, this is what poor leaders do. As coined by Jorge Pedraza, tactical capacity is the essential bridge between strategy and execution. A team can decisively, rapidly, and effectively translate strategies into tactical actions with high-quality responsiveness under difficult, changing conditions. Managing change requires agility of mind and the ability to examine and explore various paradigms. Agreeing with those around you allows immediate survival but certain long-term hara-kiri. Understanding and overcoming the barrier requires courage, conviction and a deep affection for the people and organization that people work for. Leadership is problematic because, often, the leader must act against evolutionary instincts that hold them back. Loss aversion and conformity are two of them! Most leaders fail because they are unable to manage change.

To avoid loss of aversion and conformity, a leader must have a clear vision and a workable strategy, set boundaries and communicate clearly. All are important, and we could throw in faith and respect for the team. The Apollo 13 crisis is a great example of unshackled leadership in the most trying of times. It called for mental strength, courage, thinking out of the box and clear communication with an unshakable grip on the final outcome. https://www.youtube.com/watch?v=TA8SXpyg4O4

Leadership is a tough act and failure is not an option!