Chapter 11
Lessons from Pioneering Leaders

What Can We Learn from Pioneering Leaders?

Pioneering leaders are often aggressive about taking risks, and our research suggests that this is an area of leadership that many people wish they’d done more of earlier in their careers. Whether you consider yourself high or low on the Pioneering Dimension, we’ll show you the ins and outs of this dynamic approach. As we discussed in Chapter 2, the Pioneering Dimension is located on the northern side of the model, which means that Pioneering leaders tend to be fast-paced and outspoken. We’ll explore some key characteristics that epitomize the Pioneering Dimension of leadership in action.

Pioneering leaders want to drive the group toward results, to share their passion and energy, and more than anything, to keep things moving onward and upward at a rapid pace. These achievement-oriented leaders exude an air of confidence and authority, and they tend to set lofty goals for both themselves and the group. They see themselves as inspirational, and they often enjoy the challenge of rallying people together to work toward a shared vision. They’re charismatic leaders who work hard to gain alignment with the people they need to get the job done. Like other leaders whose styles fall on the northern side of the model, Pioneering leaders like to maintain a fast pace. These leaders are particularly willing to take risks, to seek out new opportunities, and to make rapid changes.

There are many benefits to the Pioneering Dimension. These leaders have a self-starting capability that stems from their strong sense of vision and their tendency to take initiative. They’re drawn to adventurous new ideas, and they often create an environment where creativity is encouraged. Pioneering leaders are high-energy folks, and they often have a way of creating a dynamic environment and helping people work toward challenging goals.

Strengths of Pioneering Leaders

They tend to be good at initiating change.

They often trust their gut instincts.

They’re able to bring people together to achieve their goals.

They tend to be inspiring.

They’re not afraid to try something new.

They’re comfortable taking the lead.

They set stretch goals for themselves and others.

They aren’t afraid to take risks.

Through years of leader-watching and research, we’ve developed three essential lessons that Pioneering leaders have to offer. These three lessons are built around Pioneering leaders’ tendencies to climb and expand. If you think of yourself as a Pioneering leader, these lessons should validate your primary leadership dimension. Or, if you feel that your leadership could use a boost from the Pioneering Dimension, use these three lessons and their complementary suggestions to channel your inner pioneer.

Three Essential Lessons from Pioneering Leaders

The next big thing isn’t hiding under your desk

A leader’s job is change

Overplanning can be as dangerous as underplanning

In this chapter, we’ll explore these three lessons, dig into the obstacles that not-so-Pioneering leaders might face, and offer suggestions for how to bring these lessons to life. Not all of the observations here will describe any one leader perfectly, but we think you’ll gain some very useful insights into your fundamental assumptions and thought patterns around being Pioneering.

Lesson One: The Next Big Thing Isn’t Hiding under Your Desk

Pioneering leaders know that innovation doesn’t happen without exploration. The world is not only complex, but it’s also constantly changing. As a leader, it’s important to understand the context in which you lead. Often, the leader’s world is governed by external factors, and Pioneering leaders are good at keeping up with shifting demands. Leaders who are low on the Pioneering Dimension—often those whose styles fall on the southern side of the model—take great pride in their own logic, and as a result, they may often stay on a path that makes sense on paper, even when it doesn’t align with more dynamic variables. The danger in this, of course, is becoming a team or an organization that isn’t in touch with the demands of the fast-moving world.

Big Suggestion One: Actively Seek New Opportunities beyond Your Organization’s Walls

Pioneering leaders recognize that the world rarely acts the way it should, and leaders need to be responsive to the way the world actually is. Therefore, they allow themselves to think outside of how things have always been done and to explore the cutting-edge improvements being made in the field. Unfortunately, many not-so-Pioneering leaders have very narrowly defined views of how things should work—how things should go. And, when these leaders build their beliefs on logic that they see as impeccable, it’s tough for them to see when their beliefs are actually a few degrees off from reality. At times, they may construct a plan in a vacuum, and from their limited perspective, the plan seems to be a real thing of beauty. When things don’t end up working as they thought they would, they may find themselves saying, “Well, they would work if people just did things the way they should do them,” or thinking, “This would work if the business world acted the way it should.”

Is It Worth It?

There are many benefits in taking the Pioneering leader’s approach and being more responsive to the dynamic world. Simply put, results matter. Intentions are great, and planning is important, but in the end, things need to work. Demands need to be met, often on a tight schedule. This is the way the world works today. In order to do this well, leaders need to respond to internal and external data—whether that be customer feedback, sales figures, or changing technologies. Leaders must take this information and quickly adapt their assumptions to find new opportunities that meet the current situation. Many leaders whose styles fall on the southern side of the model report that they wish they’d learned this earlier in their careers—things like, “make the most of opportunities,” “research opportunities,” “don’t pass on opportunities,” “be aggressive about exploring opportunities,” “always be on the lookout for opportunities,” and “take advantage of opportunities.” See a theme here?

By learning to adapt more quickly to new information, you can help to create a more nimble organization. This can help you take advantage of important opportunities that require timeliness. Sure, it’s sometimes difficult to change course when you firmly believe that your original plan is the better way, but when you’re getting feedback that something else is called for, you need to listen. Persistence can be a double-edged sword, and in this case, too much of it can hurt you. Yes, it’s important to keep working hard toward reaching your goals, but that doesn’t mean stubbornly latching on to an idea whose day has passed.

Potential Obstacles to Actively Seeking New Opportunities for Not-So-Pioneering Leaders

• You may not always think that change is called for.

• You may prefer to take a clear path toward a goal, leaving little room for random variables and opportunities.

• You may be caught up in how things ought to be or used to be.

• You may be so caught up in solving problems that you get tunnel vision and fail to look beyond the current task.

• You may get so caught up in the details that you don’t consider the big picture.

• You may be so comfortable with your current vision that new opportunities seem risky.

Taking Action

Focus on three ideas when it comes to actively seeking new opportunities beyond your organization’s walls: invite, follow, and reflect. First, invite the people you work with to share their perspectives on new directions that the group could or should pursue. Let them know what you’re thinking, and welcome their suggestions, even if their ideas compete with your own. Next, follow thought leaders in your industry and stay on top of best practices. Things are constantly changing, and it’s not enough to rely on your training and experience. You need to be a student of your field. If this is something you don’t have a lot of time for, recruit people to help you. Have lunch regularly with people who read journals, go to tradeshows, and who simply know a lot of people. Finally, when you get strong pushback on how things are currently being done, reflect on what you are hearing. This is particularly true if the information is coming from people who are working in the trenches or interacting with customers more often than you are. Be ready to recognize new opportunities right under your nose.

Lesson Two: A Leader’s Job is Change

Pioneering leaders know that a leader’s job is change, and they aren’t afraid to stretch the boundaries of what’s been done before. Many leaders who are lower on the Pioneering Dimension, on the other hand, strive to create a world of peace and stability, and this is, in many ways, in conflict with change. Harmony is a major priority for many leaders, and this is true in terms of relationships, tasks, and environments. Situations that might feel stagnant to Pioneering leaders may feel comfortable to those leaders who view predictability as a good thing. In fact, many leaders whose styles fall on the southern side of the model build structures and routines that help them avoid chaos or surprises altogether. Obviously, leaders must strike a balance, but the very nature of leadership is to take people—or an organization—from here to there, and that requires change.

Big Suggestion Two: Break Some Glass

Imagine, for a moment, what it would feel like to literally smash a pane of glass with a hammer. We’re not asking you to do this literally—though we know one leader who actually had people do this as an exercise—but we’re asking you to stray from your comfort zone. This is particularly true if you’re the type of leader who likes getting up each morning knowing what to expect. Our research shows that stretching the boundaries of what’s possible is an often-requested leadership behavior for leaders who are low on the Pioneering Dimension. In fact, this behavior is highly requested of all leaders, but it tends to feel least natural for those whose styles fall on the southern side of the model. When leaders take their aversion to change to the extreme, the result can be personal and organizational mediocrity. If we always trust our guts to tell us when to take a risk and never push beyond our comfort zones, we will probably miss out on some great, relatively safe opportunities. When it comes to taking chances, research shows that people often overstate the risks involved and under-emphasize the potential rewards (Kahneman & Tversky, 1979).

Is It Worth It?

First, it may be helpful to consider what, exactly, sets leaders apart from others, We believe that, among other things, leaders are called to lead change, not simply to maintain what’s always been done. Sure, leaders need to create a sense of stability for those around them, but they also need to ensure the future vitality of the organization by avoiding stagnation. An effective leader should encourage growth—both for individuals and the organization—not to mention for themselves! In our study, we had a number of leaders who wished they had more often “pushed the envelope” earlier in their careers.

What happens when leaders don’t take some chances, break some glass, or push the envelope? One danger is becoming increasingly out of touch with current thought leadership and best practices. When leaders like to stick with what’s comfortable, they don’t entertain adventurous ideas that could lead to huge payoffs for the organization. Also, if the leader isn’t willing to consider innovative ideas, people will feel discouraged from taking chances. As you can imagine, this would be incredibly frustrating for many people—especially those who are particularly driven. No leader wants to quash the creativity and entrepreneurial spirit of their organization. By learning to break some glass, you’ll help to ensure the future health of your organization.

Potential Obstacles To Breaking Some Glass for Not-So-Pioneering Leaders

• You may work hard to create a stable environment.

• You may not see your job as deliberately taking people into situations with a high potential for misfire.

• You may inflict a lot of pressure on yourself to get things right.

• You may consume too much energy with uncertainty about your decisions.

• You may simply be more comfortable running things according to current methods.

Taking Action

Consider three ideas when it comes to breaking some glass: trust, act, and push. First, trust your own ideas and challenge yourself to offer your opinion before you have absolute certainty. Many not-so-Pioneering leaders spend a great deal of time ruminating over their thoughts for fear of taking a misstep. By doing this, you may be missing out on opportunities to share some of your best ideas. Second, look at breaking some glass as the chance to act on your beliefs. As a leader, you can have tremendous influence, but your vision can’t be acted upon if your voice isn’t heard. Finally, remember to push ahead. It’s tempting to keep on doing what you know, but if you’re intentional about moving forward, you’ll bring up the energy level of those around you. Give yourself permission to take some chances, and remember that not taking any chances presents its own dangers.

Lesson Three: Over-planning Can Be as Dangerous as Under-planning

Managers make sure that plans are executed, but Pioneering leaders take things a step further—they promote bold action and take the group into new territory. This requires being out in front and moving at a fast pace. Leaders who are low on the Pioneering Dimension have some characteristics that make it difficult to take bold action. Security and stability are high priorities for these leaders, many of whom have primary dimensions on the southern side of the model. Compared to Pioneering leaders, they’re more likely to tolerate a lack of variety, and they may often choose to perform tasks that are a little dull rather than throwing themselves into chaotic situations. Detailed planning helps them create safe settings free of doubt, anxiety, and unpleasant interpersonal exchanges. Pioneering leaders, on the other hand, know that leaders must sometimes take chances. What can the rest of us learn from these daring and adventurous leaders?

Big Suggestion Three: Learn to Take Leaps of Faith

Because many leaders can often get so caught up in over-planning that they miss out on important opportunities, we’d like to see you learn to take leaps of faith. Not only take leaps of faith, but create an environment where others feel empowered to do the same. If you’re naturally a risk-averse person, this won’t feel natural to you, but we think you’ll find ways to adopt this suggestion while remaining true to your personal leadership approach. We’re not asking that you stop doing your homework entirely. We’re simply suggesting that you learn to take decisive action after allowing for a reasonable amount of analysis.

Is It Worth It?

Let’s explore the benefits of taking leaps of faith. It’s probably not news to you that most innovations stem from trying something that is initially unproven. In order to hit on a breakthrough, you must be willing to lower your threshold for how much certainty is needed. If you’re low on the Pioneering Dimension, your current threshold may be too high. Sure, careful planning reduces the possibility of failure, but it also reduces the possibility of real growth. In order to learn to take leaps of faith more often, you must be more open to the occasional failure. Once in a while, you will let other people down, and that may be hard for you to swallow.

However, there are many benefits to taking this risk. Keep in mind that the consequences of your decisions are often less than what you imagine them to be. Many leaders have overactive imaginations in this sense. The potential consequences of your action may be less troublesome than the potential consequences of your inaction. When leaders are indecisive or stick with the status quo too often, many people become disengaged. People whose approaches fall on the northern side of the model tend to be adventurous and crave variety. As a leader, if you build an entirely stable environment, many of those people are likely to tune out—it’s simply not stimulating for them. Not only that, but if you aren’t able to keep up with what’s current in your industry, the entire organization may miss out on potentially beneficial opportunities. As a leader, there will be times when you lead people down the wrong path, but your job is still to forge ahead.

Potential Obstacles to Taking Leaps of Faith For Not-So-Pioneering Leaders

• You may be uncomfortable acting without understanding the exact nature of the risk.

• You may be afraid to let go of control.

• You may not like to make decisions based on limited information.

• You may have trouble taking the nimble posture necessary to adjust to changing circumstances.

• You may resist putting more weight on forward momentum and less on perfectionism.

• You may need to become more comfortable with urgency.

Taking Action

Focus on three ideas when it comes to learning to take leaps of faith: entertain, start, and limit. First, allow yourself to entertain adventurous ideas that may initially scare you. Try to think more about what could work than what could go wrong. This is especially true when others bring ideas to you. Give them a chance to tell you about the potential benefits. Remember, there’s no risk in entertaining. Next, start taking small leaps of faith. Try not to look at being more adventurous as a scary, life-changing goal. Look for little opportunities here and there for small leaps of faith. Sure, even small changes may disrupt stability, but focus on the long-term benefits, which may even include increased stability. Finally, limit the amount of time that you allow yourself to analyze new opportunities. Don’t let yourself get caught up in “analysis paralysis.” You can absolutely weigh the potential costs and benefits, but there’s often a point of diminishing returns. Don’t allow yourself to miss a great opportunity just because you’re afraid to commit. If you’ve done your homework, give yourself permission to take a leap of faith.

Conclusion

Whatever your primary leadership dimension, it’s valuable to adopt some of the Pioneering leader’s adventurous, charismatic, inspiring, and daring ways, even if ever so slightly. Specifically, to be more Pioneering:

• Actively seek new opportunities beyond your organization’s walls,

• Break some glass, and

• Learn to take leaps of faith.

Case Study: Break Some Glass.

We talked to Genevra, a senior product manager at a manufacturing and consumer goods company, about how she’s learned to break some glass. She’s had a great role model in terms of learning to not be afraid to shake things up. “I have a really, really great boss and she was brought into the company to do that—to change everything—and it has been working extremely well, and she has been pushing the envelope on a lot of things.” Genevra is an Inclusive leader, so breaking glass doesn’t come naturally to her, though she welcomed the dynamic approach of her new boss. “I thought it was exciting just because I was ready for it,” she said, “but yeah, for some other people, it kind of freaked them out a little bit. But they’re seeing now that it works. It’s been very good.” We asked Genevra what advice she would give her younger self. “Mainly I would say, just speak your opinion. Don’t be so afraid to step behind and be aggressive about what you believe in. Like if you believe you know something is supposed to be this way, don’t be shy and hold it back if you’re afraid someone might think it’s a bad idea.” There may be a variety of barriers that leaders face when it comes to breaking glass—risk aversion, a lack of confidence in their ideas, or fear of upsetting others—but many leaders like Genevra learn that change can be exactly what an organization needs.