When we think of heroes, our minds often conjure up images of brave individuals rescuing others from danger or saving the day in moments of crisis. We admire these acts of heroism, and rightly so. But what if I told you that constantly relying on heroes might harm your organization more than good?
In the world of IT and beyond, there’s a dark side to overemphasizing heroism. While we should absolutely appreciate those who go above and beyond, it’s crucial to recognize that heroism, by its very nature, is exceptional. And when your organization depends on exceptions to keep running, you’re setting yourself up for failure. Let’s explore why relying too heavily on heroes is unsustainable and how you can create an environment that minimizes the need for heroics.
The Problem with Relying on Heroes
In one company I worked with, heroism was practically a part of the culture. The organization prides itself on being the best at crisis management. However, they excelled at handling crises because they treated almost everything as a crisis. Instead of focusing on prevention, they constantly react to problems as they arise. The result? An environment where planning was minimal, and employees were constantly in firefighting mode.
Contrast this with NASA, where meticulous planning and preparation are the norms. The U.S. space program is all about anticipating potential problems and drilling solutions into the heads of astronauts through endless simulations. Yes, unexpected issues still arise—just think of the Apollo 13 mission—but because of the solid foundation of preparation, NASA is better equipped to handle these situations without relying solely on heroism.
The Risks of a Hero-Dependent Organization
So, why should you care about this if you’re not working at NASA? Because the way you structure your organization and the way you reward behavior directly influence whether you end up with a hero-dependent culture.
If your company only rewards those who shine during a crisis, you’re likely neglecting the people who work diligently every day to prevent those crises from happening in the first place. This kind of reward system sets up a dangerous cycle where crisis management is glorified and crisis prevention is overlooked. While this might keep your organization running for a while, it’s not a sustainable model in the long run.
One of the biggest problems with depending on heroism is that it doesn’t scale. You might be able to manage 100 heroes handling daily crises, but what happens when your organization grows? Finding 200, 300, or 1,000 heroes is nearly impossible. Plus, people burn out when they’re expected to be heroes every day. Over time, this leads to frustration, burnout, and high turnover, leaving you scrambling to find new recruits to replace those who leave.
Building Sustainable Processes
The key to avoiding a hero-dependent culture is to build strong processes that make day-to-day heroism unnecessary. This doesn’t mean you stop rewarding heroes altogether. It means recognizing that heroism should be the exception, not the rule. Instead, focus on rewarding the people who create and maintain processes that prevent the need for heroics in the first place.
By establishing well-defined rules and processes, you create an environment where your organization can grow and scale effectively. Processes, unlike heroes, can be replicated and expanded. They provide a solid foundation that supports long-term growth and stability, allowing your team to focus on innovation rather than constant crisis management.
Conclusion: Heroes Don’t Scale, but Processes Do
In conclusion, while it’s essential to acknowledge and reward the heroes in your organization, it’s even more important to build a culture where heroism isn’t a daily requirement. By focusing on process improvement and rewarding those who prevent crises, you set your organization up for sustainable success. Remember, heroes don’t scale, but well-defined processes do. And in today’s fast-paced world, scalability is key to long-term growth and success.
So, the next time you find yourself in awe of a hero in your organization, take a moment to think about what could be done to prevent the need for heroism in the future. You’ll create a more resilient, scalable, and successful organization by shifting your focus from crisis management to crisis prevention.