8 Reasons Why Co-Leaders Fail: A Journalist’s Analysis
Thisarticle from Harvard Business Review delves into the increasingly common practice of appointing co-leaders in organizations, exploring the reasons why this strategy often fails.
The Core Argument: While the initial setup of a co-leadership structure might seemstraightforward, the real challenge lies in maintaining a cohesive and productive partnership between the two leaders. The article argues that companies often neglect the ongoing work required to ensure thesuccess of this arrangement, leading to a breakdown in communication, collaboration, and ultimately, value creation.
Key Takeaways:
- The Importance of Ongoing Process: The article emphasizes the need for a continuous process to facilitate effective communication, collaboration, and decision-making between co-leaders. This process should address potential conflicts, clarify roles and responsibilities, and ensure a shared vision for the organization.
- Avoiding Common Mistakes: The article identifies eight key mistakes thatcontribute to the failure of co-leadership structures:
- Lack of Clear Roles and Responsibilities: Ambiguity in roles leads to confusion, conflict, and a lack of accountability.
- Unequal Power Dynamics: One leader dominating the relationship can create resentment and undermine the partnership.
- Poor Communication: Lack of open and transparent communication breeds mistrust and misinterpretations.
- Different Leadership Styles: Incompatible leadership styles can lead to friction and hinder the ability to work effectively together.
- Lack of Shared Vision: Without a common goal,co-leaders may pursue divergent paths, creating internal division and hindering progress.
- Failure to Build Trust: Building trust between co-leaders is crucial for effective collaboration and decision-making.
- Lack of Support from the Organization: The organization’s culture and structure should supportthe co-leadership model, providing the necessary resources and infrastructure.
- Lack of Commitment from the Leaders: Both leaders must be fully committed to the partnership and willing to invest the time and effort required for success.
The Author’s Expertise: Anand Joshi, the author, brings a wealthof experience to this topic. As the founder of Future Proven, a leadership advisory firm, and a former managing director at Goldman Sachs, he has extensive knowledge of leadership dynamics and the challenges of working in complex organizational structures.
Journalistic Perspective: This article provides valuable insights for anyone interested in leadership, organizational structure,and the challenges of managing dual leadership roles. The article’s clear and concise writing style, combined with its focus on practical advice and real-world examples, makes it a compelling and informative read for both business leaders and those seeking to understand the complexities of leadership dynamics.
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