How do you feel about this idea: a leader isn’t someone who "saves the day" and creates comfort but someone who pushes people out of their comfort zones to help them adapt to change? This is exactly what Heifetz and Laurie discuss in their article. They argue that true leadership isn’t about solving problems for people but about delicately (or not so delicately) applying pressure, encouraging the team to discover solutions themselves.
The article is comprehensive, filled with real-life cases where companies tackle adaptive challenges. The authors claim that sometimes it’s better to step back and allow people to learn through their own mistakes and discoveries. I completely agree. It's essential to manage your own anxieties and know when to let others fail and grow — and when it’s time to take charge.
Key Principles:
1. “Get on the balcony and return to the field” — Dive into the details without losing sight of the big picture. Observe behavioral patterns and identify where people are avoiding conflict or clinging to the status quo. A brilliant example in the article features how British Airways improved its customer experience.
2. Identify the adaptive challenge — What truly requires change? This isn’t about operational tasks but systemic ones where values intersect, and everyone must understand their role.
3. Manage the level of tension — Change brings stress, and a leader’s role is to maintain tension at a level that drives progress rather than paralyzing people.
4. Return responsibility to the team — Delegate not only tasks but also decision-making power. Let people feel the transformative potential in their hands.
5. Protect the “voices from below” — Encourage and support dissenters, even when they push everyone out of their comfort zone. These “noisy” individuals often bring fresh ideas.
This article is dense but captivating, requiring thoughtful reading and reflection. It’s all about long-term transformation and management's role over several years.
In one sentence: “Being a leader isn’t just about solving problems — it’s about tolerating tension, asking tough questions, and guiding the team into the unknown.”
This idea contradicts our instincts to be the smartest, fastest, and most capable.
