Hands up if you’ve never looked at a photo from your past and thought, “what was I doing wearing that?”, or looked in the dark recesses of your wardrobe and seen the unworn, unloved item that at the time of purchasing, you were convinced would make you look swathe, sophisticated and downright sexy.
My guess is there’s not many hands in the air (not least because that sort of thing gets you thrown off the train or bus).
The point is that we are all susceptible to following along with a trend, a fashion or fad that we later realise wasn’t perhaps in our best interest. We do this in work and in business all the time – it is no different to any other aspect of life.
The corporate corridors are littered with the failed and reversed decisions made by leaders at all levels, because they read, heard or were advised that “everyone else is doing x”. It happens in HR, it happens across business and it is entirely and completely natural.
But that doesn’t make it right.
Its not hard to understand why we make these decisions, we’re often proposed something that feels simple, easy to implement, is recommended by “experts”, has some sort of resonance with a broader meta-trend within the world and will lead to tangible, measurable improvement.
We’ve seen this with mass outsourcing, TQM, holacracy, management by consensus, management by objective, the Ulrich model. I could go on.
None of these practices are in themselves bad, what is questionable is the wholesale implementation of these across the corporate spectrum without consideration of the best way of implementing change for the specific organisational context.
And that’s where the self confident leader comes in. In the same way that the phrase goes, “no-one ever got fired for hiring Deloitte/McKinsey/IBM” (delete as appropriate to your age and era), there is often reassurance in moving with the homogenous mass. That is part of our psychological makeup.
The role of the leader is to have the confidence, the willingness and the space to be able to call out when this isn’t in the best interests of their organisation, function or team. It is to push the thinking, the creation of ideas and the solutions beyond the realms of accepted wisdom, to test whether it is really the right way forward.
No-one ever said being a leader is easy, in fact the better you want to be, the harder it can feel. Standing up and not doing the things that others are, can be harder than following. But sometimes the most fertile soil is found in the least worked ground.