Defensiveness: A Red Flag for Adaptive Leadership in the Decade of Disorientation

As organisations enter the "Decade of Disorientation," characterised by rapid changes in technology, societal expectations, and market dynamics, the need for strong, adaptive leadership has never been more critical. This period of unpredictability challenges leaders at all levels to reflect on how their organisation is evolving and how to stay relevant. In this disruptive environment, defensiveness is a significant red flag. When leaders resist inquiry or deflect tough questions, it often signals a deeper problem- a reluctance to challenge the status quo and make necessary changes. For boards and CEOs, this period presents both a challenge and an opportunity: how can they steer the ship effectively while maintaining high performance and strategic alignment?

 Protecting the Status Quo

Defensiveness is often a sign that leaders are focused on maintaining the status quo, rather than adapting to new challenges. In a time when adaptability is critical, defensive leadership blocks the flexibility needed to navigate the Decade of Disorientation successfully. For example, a CEO might withhold critical information about customer feedback or employee engagement results, choosing instead to highlight only the positive aspects. By avoiding uncomfortable discussions, the leadership team limits its own ability to grow and innovate.

Boards should view defensiveness as a red flag and challenge it directly. While it may signal that leadership is not addressing real issues, defensiveness can stem from a variety of factors: fear of failure or criticism, insecurity in decision-making, ego, or pride. Overwhelm and stress can also lead to defensiveness, as can discomfort with change. Additionally, a lack of psychological safety within the organisation may prevent transparency, making leaders protect the status quo instead of embracing new ideas. These underlying causes must be addressed to foster a culture where feedback is valued and growth is encouraged.

 The Role of the Board: Productive Challenge

Boards play a critical role in constructively challenging management. Professional scepticism is essential- asking tough questions, demanding transparency, and ensuring that all aspects of the organisation’s strategy are being examined. When done effectively, this type of inquiry helps leaders refine their strategies and strengthen their approach, ensuring the organisation is adaptable in an uncertain environment.

Some directors have shared with me that their board lacks members with CEO experience, making it harder to gauge how far to push or fully understand the pressures and challenges of leadership. In these instances, leadership coaching for new directors, and for the CEO, can be a valuable investment. Coaching gives CEOs the space to process feedback, reflect on their leadership, and engage more productively with the board. It can also equip board members with insights into how to ask the right questions while maintaining a supportive, yet challenging, relationship with management. The key is to disagree without being disagreeable.

 Investing in Leadership: Preparing for the Future

In the Decade of Disorientation, leadership development is more critical than ever. Organisations need leaders who can adapt to unpredictable challenges, and this means more than just tokenistic training.  It requires a sustained investment in building behavioural and strategic capabilities, as well as succession planning.  Boards should ask themselves:

·         What resources are being allocated to develop our leaders?

·         Do we have a clear strategy for key person succession?

·         How are we building leaders equipped to handle the evolving challenges of this decade?

Even in resource-constrained not-for-profits, charities, or schools where funds and experience may be limited, a professional approach to leadership development is still possible. Boards of these organisations might consider:

·         Are we leveraging partnerships or shared resources to enhance leadership development cost-effectively?

·         How do we ensure that leadership development aligns with our mission and drives measurable impact?

·         Are we providing mentoring opportunities to nurture future leaders, even with limited funding?

 Challenging Times Require Transparent Leadership

As the Decade of Disorientation continues, organisations will face numerous challenges, from economic uncertainties to technological shifts. Boards must work to ensure that they and their CEOs are open, transparent, and adaptive. By fostering a culture where inquiry is welcomed, rather than resisted, organisations can position themselves to thrive in this challenging decade. Leadership that embraces transparency, accountability, and growth will be the key to navigating the complexities of the future.