MODERN LEADERSHIP
about the phenomenon of the
‘Sigmoid Curve’. According to Handy,
the best time to start a new ‘curve’
is before you reach the peak of your
existing one. That way, you will be
starting something new when you
still have the resources, and the
spirit, to take it to new heights. In
contrast, most people think of doing
something new only when they have
reached the bottom of what they are
presently involved in.
Successful industries are constantly
reinventing themselves. Thus,
to remain relevant in tomorrow’s
world, the ‘beige’ leader, in whatever
format, needs to be removed and
replaced so a new curve can be
started. In their place — in the
new ‘curve’ — we will find strength,
inspiration and influential leadership
from those individuals who are
authentic. Leaders who are equally
aware of their own unique values
and strengths, as well as their
weaknesses. Leaders who have, in
their own unique way, colour and
vibrance. Beige leadership simply
won’t cut it anymore. Their curve is
complete.
Beige leaders are those who
are complacent in their role of
‘superiority’. They are accepting of
traditional methods, and the way
things have always been done.
They will not entertain change
and are closed to new ideas and
creative thinking. They often lack
vision and foresight, existing in the
present and remaining closed to
the possibilities of what could be.
As a consequence they are unable
to inspire others and find it difficult
to work effectively within a team
environment, particularly with those
who are forward looking and curious
about the possibilities of the future.
Beige leaders sit comfortably in the
squishy status quo sofa, often more
concerned with survival than growth.
Beige companies:
• find it difficult to compete with
new players entering the market
and challenging their products or
services, delivering solutions that are
better, quicker and even cheaper in
some cases;
• are secretive and insular; decisions
are made behind closed doors.
Mandates are shared in mass
format. Meetings consist of ‘tells’
and the nodding of heads — and
the real debate happens in hushed
voices at the water filter or coffee
machines;
• lose customers as, unsurprisingly,
they move their allegiance to the
new kid on the block who is offering
a better product with improved
functionality or service and a value
add to them, the client;
• struggle to attract, recruit and
retain talent. They fail to navigate the
rapid changes that are happening in
the marketplace and the leadership
May 2016
ModernBusiness
51