“Save the race!”

The executive board chooses to implement a leadership development program for the top 20. However, it then turns out that the chairman of the executive board excludes himself from the program. Too busy… :). What’s also striking is that his colleagues don’t insist that he participate. That speaks volumes. It says it all. Alarm bells ringing!

Too busy. In my practice, I often see executives blinded by hard work. Here’s a snapshot: day and night, with blinders on. Unstoppable. Everything else takes a back seat. An iron will. Discipline. It’s not their fault. Demanding of themselves and others. As a result, they dictate their views. Their standards are what count. Intellectually gifted. And with an excellent memory—they remember everything. Where you went on vacation, how your parents are doing…. Buuuuut……, they don’t really connect with you.

This type of leader talks about culture and teams without putting themselves out there. They focus on the content. All meetings, town halls, and reports are prepared down to the last detail. Nothing is left to chance, and there’s certainly no improvisation. This type of leader avoids the unexpected and is reluctant to step outside their comfort zone. After a presentation, there are no questions from the floor—they move right on. With what “excuse”? Busy, busy, busy—the work won’t wait.

Their environment adapts; it’s actually compliant. They experience discomfort from the discrepancy between what they hear and what they feel. But they’re powerless to do anything about it; cognitively, they’re often at a disadvantage. And in terms of energy and sacrifice as well. At the same time, there’s a sense of admiration: “That’s pretty impressive,” “How does he remember all that?”

On balance, there are few followers, but plenty of people who just go along with things. They have to, rather than want to. They work around it. Despite it all. Talented but uncaring—not even toward themselves. When successful, this pattern persists. Fully immersed in the rat race.

So much for this type. Mind you, there’s nothing wrong with hard work, an entrepreneurial drive, or a passionate mission. What matters, however, is whether the motive is sound. If “saving the world” is a euphemism for running away from something painful, it all falls flat. Then it doesn’t resonate with others—something that’s quite important for a leader. Addicted to the pain of an overloaded schedule, because that pain is easier to bear than the pain of personal growth. Success both legitimizes and reinforces that.

Personal growth requires self-reflection and introspection. It’s no picnic, but it’s an absolute necessity that, unfortunately, many people avoid. Hard work very often masks underlying pain and trauma. So we end up in a rat race with blinders on. I know this from my own experience, too.

Can leaders like this be saved, and should we even want to? Yes, because they destroy more (culture) than they realize. But it’s not easy. The only thing that really stands a chance is to repeatedly, after every meeting, say, “I understand what you mean, but you’re not getting through to me.” And make it clear that you can’t do without it.

First and foremost, the leader will “calculate” which arguments he can use to keep you in the job—or, conversely, to replace you. But if you act collectively with your coworkers, the danger of ever being left to fend for yourself will sink in pretty quickly. That’s their biggest nightmare. “You can’t touch me” will start to gnaw at them. Hopefully, it will trigger a minor crisis that their family or close circle can step in to resolve. That’s the beginning of the rescue. Otherwise, it’s just a matter of time before a major disaster occurs and their blinders finally come off.

Saving someone takes courage, but it has to be done. If you save someone from the rat race, you’re helping all of us. Start a “save-the-race” campaign!!!!

P.S.: Thanks to “Save the Race,” the leader in question has been included in the leadership program. Our message was: “Our mission is clear, but you’re not inspiring us. We can’t convey that feeling this way. As our figurehead, we need you to lead the way. If that doesn’t work, we’d be better off walking away before we even start.”