Leadership is Dangerous from Leadership on the line by Ronald A. Heifetz, Marty Linsky
Leadership is Dangerous
People do not resist change, per se. People resist loss.
You appear dangerous to people when you question their values, beliefs, or habits of a lifetime. You place yourself on the line when you tell people what they need to hear rather than what they want to hear. Although you may see with clarity and passion a promising future of progress and gain, people will see with equal passion the losses you are asking them to sustain.
Think about the times you have had something important to say and have pulled back, when you have tried and failed, or succeeded but were bruised along the way. Or when you have watched the trials and successes of other people. The hope of leadership lies in the capacity to deliver disturbing news and raise difficult questions in a way that people can absorb, prodding them to take up the message rather than ignore it or kill the messenger.
As a doctor, Ron faced this challenge every day. Every patient looks to the doctor, hoping for a painless remedy; and every day doctors have to tell people that their health depends on enduring the pains of change—in giving up their favorite foods, taking time out of each over extended day for exercise, taking medications that have side effects, or breaking an addiction to cigarettes, alcohol, or work. Ron saw a few doctors who were artists of the profession as well as technical experts. They had learned how to engage patients and their families in reshaping their values, attitudes, and long-standing habits. But this was demanding and risky. Discussions can backfire if they seem unfeeling or abrupt, and angry patients can find a variety of ways to damage a doctor’s reputation. Ron saw many more doctors give little more than lip service to this part of their job, all the while complaining about patient noncompliance—a term doctors use to describe people’s resistance to taking medicine and advice. In frustration, they would say to themselves, “Why do people avoid facing reality and resist following my instructions?” But then they would take the easy road, playing it safe by pandering to the desire for a technical fix, avoiding the difficult conversations rather than disturbing people in an attempt to change the ways they lived.
Lois, Maggie, and Rabin had to engage people in facing a hard reality. Just as patients hope to receive a doctor’s fast and painless cure, some Native Americans might place all their hopes on a new casino or look for a technical explanation for their pains (a genetic predisposition to alcoholism). And most every Israeli would prefer to have peace without giving up any of their ancient homeland. In each case—the patient, the Native American community, the Israeli people—people must face the challenge of adapting to a tough reality, and the adaptation requires giving up an important value or a current way of life. Leadership becomes dangerous, then, when it must confront people with loss. Rabin, Lois, Maggie, and the best doctors mobilize change by challenging people to answer a core but painful question: Of all that we value, what’s really most precious and what’s expendable?
The Perils of Adaptive Change
Leadership would be a safe undertaking if your organizations and communities only faced problems for which they already knew the solutions. Every day, people have problems for which they do, in fact, have the necessary know-how and procedures. We call these technical problems. But there is a whole host of problems that are not amenable to authoritative expertise or standard operating procedures. They cannot be solved by someone who provides answers from on high. We call these adaptive challenges because they require experiments, new discoveries, and adjustments from numerous places in the organization or community. Without learning new ways—changing attitudes, values, and behaviors—people cannot make the adaptive leap necessary to thrive in the new environment. The sustainability of change depends on having the people with the problem internalize the change itself.
People cannot see at the beginning of the adaptive process that the new situation will be any better than the current condition. What they do see clearly is the potential for loss. People frequently avoid painful adjustments in their lives if they can postpone them, place the burden on somebody else, or call someone to the rescue.
Copyright 2002 Harvard Business School Publishing
Leadership on the line: staying alive through the dangers of leading Ronald A. Heifetz, Marty Linsky