How Leaders Undermine Change

Executives are very busy and learning to become a Mutual Learning leader is not a simple task. In a conversation with a CEO, he said to me, “I read your article and your book. Most of it makes good sense to me. I have only one question, ‘Why the hell does it take so long to learn this?” I responded, “Because you’ve had so much experience being successful at being unilateral. There is a lot of unlearning to do.” The COO, who had been learning the approach, turned to the CEO and said, “He’s right, you know.”

Executives are usually quick learners and they expect to learn faster than those at lower levels in their organization. But our experience indicates that there is little relationship between people’s level in an organization and the speed at which they learn to become Mutual Learning leaders. Often, those who have the most experience and success have the most unlearning to do.

The Mutual Learning approach looks easy to learn because it seems like common sense and the tools and techniques are straightforward. Executives often miss that the real challenge is learning to consistently act as a Mutual Learning leader in the moment. This requires learning a new way of thinking so you can use a new set of tools and techniques. And learning a new way of thinking takes time – even when you’re smart.

Ironically, as they try to save time, senior leaders unintentionally undermine the very change they seek to create. And they don’t see how they contribute to it. If senior leaders learned to model the change that they want to see in others, they would save time and effort, and create commitment to the change. Those below them would see them as authentic leaders, willing to walk their talk. If you are a senior leader or support a senior leader, how much is that worth to you?

Originally published February 2010