The über-optimistic leader (on a BCG matrix)
Competition, COVID19, the need to adapt, work-leisure balance, deadlines, financial liabilities. Many of us raise our eyes to people we trust, seeking a glint of hope, a kind word that says, “It is all going to be all right”.
Business leaders have a critical role to be optimistic. How would a chicken-pie family-owned factory float over the red-tape tides during an unending lockdown? Innovative startups may never survive unless they break through despairing constraints.
The essence of entrepreneurship is sheer optimism. The ability to spot a problem, recruit motivation from within and from others, handle failure and endure is crucial for any leader.
Optimism requires more mental resources, as being cranky is easier mentally. This explains the booming of inspirational insights, self-help tutorials, leadership workshops — develop mental reservoirs for a range of needs.
But is there too much optimism?
Under the shadow of COVID-19? Both intuitive and well-documented notion is that optimism is a valued commodity.
Due to COVID-19, many old trends only got accelerated. Teleworking, digitalization, and reshoring didn’t start in 2020, they were just pushed forward massively.
And the same happens to people, hence to managers. Management styles and personal attitudes, get a toss. Managers perceive the accumulation of disruptions, telework, VUCA and employees struggling to manoeuvre. The gush of responsibility and empathy changes perspectives.
Being a BCG matrices addict, I’d like to illustrate my perspective on management style and life attitude and how they impact organizations:
The reducer — the junction of pessimism and analytical tendency usually create a reducing effect. It is generally translated into retrenching, costs and resources limitations and organizational survival mode.
The unexpected — pessimistic gut-feeling management is a random vector. If the threats and constraints have the upper hand, then it’s like the reducer. If an opportunity seems lucrative and viable, they will move mountains with optimism.
On a wing of a dove — usually a manager who tends to sweep — fewer details, more vision. A combination of trusting our gut and seeking eternal positiveness result in too much optimism. The organization might be overconfident about its ability to seize opportunities, and it’s like hanging on a wing of a dove.
Mountain mover — the sweet spot of management. A manager that can balance data and passion for overcoming barriers.
