A leader with a strong sense of purpose, extreme confidence in their decision-making abilities, extraordinarily high standards for excellence, and a clear vision of how to single-handedly steer any project to success is often called a “Hero Leader.”
Despite many positive qualities, the label isn’t typically a compliment.
The problem with Hero Leaders is that they commonly overstep, overshadow, and overwhelm others by inserting themselves into nearly every project, decision, and discussion.
The benefit of their energy and insight is negated by their insistence that only they can add the extra touch needed to achieve excellence.
Hero Leaders think of themselves as the smartest person in any room. Their inflated sense of self-worth leads them to believe they can make any project, decision, or initiative better with their insight and input.
The problem isn’t this belief but the fact that they act on it.
Hero Leaders intervene or butt in on nearly every issue, discussion, or initiative. They commonly tell others that without their recommendations, the outcome of any project or discussion would be less than it could have been. They point to the innovative solutions they produce as proof that every project needs them.
For the team, the Hero Leader becomes unbearable over time. They retreat, sit back, and accept that the leader will swoop in to save the day and make things better whenever they want, which is most of the time. They learn to wait for the leader to opine before concluding any project or discussion.
Hero Leaders are rarely aware of their impact on others. And if they are, they refuse to believe it is a significant problem. After all, everything they place their fingerprints on improves.
What they can’t appreciate is how little others contribute or develop their own talents under their leadership.
Although they typically struggle with criticism and feedback, Hero Leaders need a strong dose of candidness about their approach.
No one wants them to turn off their brains or to refrain from making recommendations to improve outcomes. But they must learn to be more selective as to where and when they contribute, encouraging the team to produce outcomes without their input in most situations.
Most of all, they need to learn to tone down their Hero mentality, accepting the idea that acting as if they are the smartest person in any room is a really dumb way to lead.
If you know of or work with a Hero Leader, they desperately need your feedback. Without it, they will eventually burn people out and push the best talent to leave the team.
Real heroes don’t save the day. They place themselves at risk for the benefit of others.
A Daily Dispatch from the Front Lines of Leadership.
