by Graham Ward, INSEAD
As the new year swings open its doors, promising a fresh start and a burst of motivation, it also brings the daunting prospect of having to do it all over again. Despite our best efforts to lead with empathy, authenticity and clarity, we often find ourselves slipping back into bad habits that can frustrate our teams and harm our organisations.
The characteristics of good bosses is a subject of ongoing debate. Countless books are written on the topic each year, many of which offer inconclusive findings. However, certain fundamentals remain unquestionable: a clear vision; a well-defined and aligned strategy; an inclusive, intellectually stimulating, and creative work environment; and a commitment to developing employees to their full potential.
While this looks achievable on paper, events often derail us from our “true north”. When emotions run high, we become susceptible to falling into three mindsets that undermine our effectiveness and erode trust within our teams.
1.The self-protector
These leaders are driven by a need for self-preservation, which manifests as aloofness and a preference for intellect rather than empathy in their leadership approach. For these bosses, displaying vulnerability is considered a sign of weakness. This emotional detachment creates a sense of distance and disengagement among their followers.
Often found in engineering and scientific fields, these leaders need to recognise that vulnerability is not a weakness but rather an appealing and humanising quality.
Pope Francis is a great example of a leader who tried to bridge the distance between himself and his followers. Unlike his predecessor, Joseph Ratzinger, he has made himself a man of the people by making bold strategic decisions that break with tradition and expressing himself with candour and authenticity.
