The notion that “leaders have to be flawless” is starting to disappear. Access to unlimited information, a.k.a. the Internet, should have changed this perception ages ago.
But now that everyone’s details, accomplishments, and track record are easily fact-checked and reviewed on the internet, there has been a rise in the number of anxiety-riddled executives. The same tool used for work productivity has also been a source of consternation.
The pressure to have intellectual and interpersonal superiority is at an all-time high. According to the National Library of Medicine, impostor syndrome (IS) is a behavioral health phenomenon described as self-doubt of intellect, skills, or accomplishments among high-achieving individuals. Yes! The seemingly poised manager could be a façade.
Despite the tremendous pressure for perfection, an article in Harvard Business Review offers a solution to ease some caffeine-stimulated corporate minds. The authors, in praise of “The Incomplete Leader,” recommend embracing imperfections to strengthen one’s leadership abilities. It also said that organizations were evolving to become more collaborative than hierarchical.
Decisions should often be made in the context of the open economy, therefore as no senior executive has a monopoly on knowledge. The overarching theme was that: Leaders should determine the right colleague to handle areas of their perceived weaknesses.
In fact, four leadership capabilities are developed during this process: sense-making, relating, visioning, and inventing.
Arguably, many teams have adopted the practice of “excellence” over “perfection”. The culture of excellence, while forgiving mistakes and considering personal limitations, does not absolve leaders and team members from giving their best.
Accepting the new demands and realities of a hybrid workplace, especially for leaders, will empower and not overwhelm the incomplete leader.
