ARE ROLE MODELS OVERRATED?

The concept of role models in the workplace often generates heavy dialogue between myself and individuals in my network. Honestly, I think role models are overrated. Walk with me.

While I believe there is some merit to having people who can exemplify what good and #braveleadership looks like in an organisation, bandwidth should also be given for the flaws and areas for improvement.

My issue with the concept of role modelling is that expectations are too high. These “role models” are as flawed as any of us, and we must remember that. They are put on a pedestal as paragons of virtue and perfect blueprints for others to imitate. But suppose even the smallest crack begins to show in that veneer. In that case, the expectation breaks and very often, leadership or management roles are scrutinised so much that it becomes unrealistic.

I see this when high-profile leaders screw up on a singular thing. Or maybe a series of similar things. More so the case when the leader is from an underrepresented background, and they don’t appear to follow the role model script others have formulated in their heads.

In my work, I pour cold water on role models. I prefer to coach leaders in organisations to firstly develop a more reasonable approach to expectations around leadership and the messaging around those expectations. For example, coaching senior leaders on the varying leadership styles and approaches they need when sponsoring or mentoring those with different lived experiences. Secondly, I coach them on how to identify and build a wider talent pipeline for those leadership roles. How do you identify potential within quieter members of staff? How do you intentionally widen your external recruitment pool?

Role models tend to be shaped by our personal biases of what we want someone to be. That is never sustainable or scalable over the long term. For me, the most effective and sustainable way to amplify and pass on good leadership traits is a more intentional approach to inclusive leadership.