Barb Cutillo: Leaders, it’s time to let go of being the hero

“Uncertainty is the only certainty there is, and knowing how to live with insecurity is the only security.”

That’s a quote from John Allen Paulos, an American professor of mathematics, that I have found comforting as of late.

In today’s world, rapid changes have created a tremendous amount of uncertainty for organizations and individuals alike—both in the United States and globally. Managers and leaders simultaneously face intense economic volatility, technological disruption, global crises and shifting workplace expectations, just to name a few obstacles. How can they be expected to not only keep up but also provide a vision and road map for others to follow?

The practice of management was originally created to help businesses provide stable environments, motivate people and accomplish goals as they grow and generate profits. Leaders were there to develop a vision, maintain order and ensure compliance.

Historically, decisions and initiatives moved at a slower pace. Managers and leaders had time to respond thoughtfully and make changes. Those days are gone. People at many organizations are cracking under the pressure with unhealthy levels of stress, burnout, disengagement and toxic behaviors. Leaders and managers are fired because they fail to resolve the crises, and companies start searching for the next ones to take their places.

The reality is that the situation might be too complex for anyone to have all the answers and maintain control. It’s becoming increasingly clear that traditional “leadership” models—especially command-and-control structures—are no longer effective, and a different approach is needed.

According to leadership and systems-thinking scholars Margaret Wheatley and Deborah Frieze, managers and leaders must act more like “hosts” than “heroes” in times of constant change and complex challenges.

Leaders who adopt a host mindset start with curiosity and recognize that they don’t have all the answers. They rely on the creativity and collaboration of others to find solutions. They trust and respect their team’s commitment to getting the work done.

Wheatley and Frieze, the authors of “Walk Out Walk On,” indicate that “leaders-as-hosts know that people willingly support those things they’ve played a part in creating,” and that “meaningful conversations among people from many parts of the system” are powerful tools for generating new insights and possibilities for action. Hosting an environment for meaningful conversations that leads to problem solving is not about ice breakers and feel-good happy hours. It’s about being sincere, asking good questions and having “the courage to support risk-taking and experimentation.” Managers who know and understand their teams can motivate effectively and provide an environment where they thrive.

So, what leadership traits can help modern leaders and managers act more like hosts than heroes?

◗ Agile thinking: Leaders must be comfortable pivoting strategies in response to new information. This means being open to trying new approaches, analyzing and learning from failure, and then iterating quickly. These are all tactics that are core principles of the entrepreneurial “lean startup” and “agile development” models. Entrepreneurs often make decisions without having all the information, believing that action is more important than perfection. Encourage curiosity, reflection and continual improvement.

◗ Emotional intelligence: This is the cornerstone of effective leadership, especially during challenging times. In uncertain situations, people look to leaders not just for answers but for reassurance and empathy. The ability to listen, validate emotions and foster psychological safety is critical. Leaders and managers with high emotional intelligence during the pandemic were rewarded with calmer, more engaged employees and, ultimately, more loyal customers. Recognize that uncertainty takes a toll on mental health and respond with compassion and support.

◗ Transparency and trust: When the path forward is unclear, honesty becomes a leadership superpower. Sharing what is known and what is not known builds credibility and invites collaboration. Many leaders hesitate to do this, believing information is power. But in the modern workplace, information should not be used to wield power over others. Instead, it should be a tool for achieving shared goals. Sharing decision-making authority increases the agility and resilience of the team.

◗ Vision with flexibility: A compelling vision is essential, but it must be adaptable to changing realities. Recent shifts in U.S. economic policy, such as tariffs and cuts to federal and state research funding and social programs, have forced organizations to become more flexible in how they serve their customers and communities. Plan for multiple futures rather than betting on one.

Our culture trains us to look at leaders as heroes—people who have all the answers and always know what to do. However, this mindset is unsustainable for both leaders and their teams. Eventually, challenges arise that are too complex for any one person to solve, and employees become disillusioned and leave.

Managers and leaders must let go of the hero persona to lead effectively in uncertain times. They should embrace the talents of their teams and invite them into the process of solving difficult, complex problems together.•

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Cutillo is the director of experiential learning and lecturer of management at the Indiana University Kelley School of Business Indianapolis.