Preface:
Leaders have a very demanding role during radical change – to manage their own emotion, and that of the members of the organisation. Despite good intent, and when faced with complex change, leaders often fall into certain traps. This as I will elaborate, is due to a combination of cognitive biases, past experiences, and our mental models.
In this blog, we will look at the 3 traps that leaders fall into during radical change – a) The Trap of Speed, b) The Trap of Power and c) The Trap of Professionalism. These traps, while appearing to safeguard progress, often undermine thoughtful decision-making. Also, there is a complex interplay of these traps which is cleverly disguised making it difficult to acknowledge and address.
1. The Trap of Speed
The trap of speed is the most common trap leaders fall prey to during times of radical change and there are multiple reasons, a few of which are listed below.
a)Pressure to deliver quick results: Leaders frequently face pressure from stakeholders, such as boards, investors, or customers, to demonstrate quick progress or turnaround. In a rapidly changing environment, there is often an urgent need to show that the organization is moving in the right direction, leading to an emphasis on speed.
b)Cognitive biases: Leaders often fall prey to the ‘action bias’, which is the tendency to prefer action over inaction. During times of change, this bias can lead to a focus on doing something—anything—quickly, rather than taking the time to assess the best course of action.
b)Cognitive biases: Leaders often fall prey to the ‘action bias’, which is the tendency to prefer action over inaction. During times of change, this bias can lead to a focus on doing something—anything—quickly, rather than taking the time to assess the best course of action.
2. The Trap of Power
Radical change often requires strong leadership and decisive action, which can lead leaders to assert their power more forcefully. Leaders are prone to fall into the trap of ‘power’ by focusing on a narrow set of stakeholders and not paying enough attention to the voices on the ground.
a) Desire for Control: In the face of uncertainty, leaders fall back to their defense mechanisms and tend to become control freaks by centralizing decision making often with negative ramifications.
b) Ego and Status: The higher one climbs the corporate ladder, the higher the ego. Therefore, in situations of uncertainty, leaders tend to cling on to their positions to protect their identify and self-worth.
b) Ego and Status: The higher one climbs the corporate ladder, the higher the ego. Therefore, in situations of uncertainty, leaders tend to cling on to their positions to protect their identify and self-worth.
3. The Trap of Professionalism
While professionalism is generally seen as a positive trait, it can become a barrier when leaders suppress their own emotions or ignore the emotional aspects of change.
a) Reliance on established protocols: Leaders often stay within the boundaries of established protocols, such as gathering and disseminating information via management hierarchy.
b) Avoidance of emotion: Leaders caught in the professional trap may see emotions as a soft subject and do not sufficiently acknowledge or address it. Ignoring the emotional aspects of change can have the potential to derail the entire change.
b) Avoidance of emotion: Leaders caught in the professional trap may see emotions as a soft subject and do not sufficiently acknowledge or address it. Ignoring the emotional aspects of change can have the potential to derail the entire change.
What can leaders do to avoid falling into these traps
Change is relational, and this requires leaders to embrace the human side of change. A few strategies are mentioned below:
1. Acknowledge collective emotions: Leaders need to be aware of the emotional landscape within their organization. Rather than focusing solely on the business side of change, they should take time to understand how people are feeling, ensuring those emotions are factored in
2. Creating safe spaces: Provide safe spaces where employees can express their feelings without fear of retaliation. This can be achieved by creating regular feedback loops, fostering honest conversations, and encouraging active listening.
3. Co-create Change: Rather than concentrate power, leaders can distribute it by involving employees at various levels. This fosters a sense of ownership and shared responsibility.
4. Embracing vulnerability: Leaders should not hide behind a façade of professionalism that may appear detached or inauthentic. By being vulnerable—admitting uncertainty or showing emotional depth—they build stronger connections with their teams.
5. Making it a human experience: Leaders must balance urgency with the human need for adaptation. When pushing for rapid results, leaders often overlook the emotional toll on teams, which can lead to disengagement or resistance.
2. Creating safe spaces: Provide safe spaces where employees can express their feelings without fear of retaliation. This can be achieved by creating regular feedback loops, fostering honest conversations, and encouraging active listening.
3. Co-create Change: Rather than concentrate power, leaders can distribute it by involving employees at various levels. This fosters a sense of ownership and shared responsibility.
4. Embracing vulnerability: Leaders should not hide behind a façade of professionalism that may appear detached or inauthentic. By being vulnerable—admitting uncertainty or showing emotional depth—they build stronger connections with their teams.
5. Making it a human experience: Leaders must balance urgency with the human need for adaptation. When pushing for rapid results, leaders often overlook the emotional toll on teams, which can lead to disengagement or resistance.
“In times of radical change, leaders often overestimate the need for swift action and control, neglecting the emotional and relational aspects that truly drive organizational resilience and adaptation.”
Conclusion:
By addressing collective emotions and avoiding the traps of speed, power, and professionalism, leaders can foster a more emotionally resilient organization, ensuring that change is both sustainable and supported by the people driving it.
Srikanth is the founder of Vruddhi India, a management consulting firm focused on Change leadership practices. We specialize in guiding companies through the complexities of change in a way that is uniquely personal and customized. You can email me at srikanth.pv@vruddhiindia.com for more information.
Excellently explained the Challenges, how it can be approached. Well Documented