The Leadership Unlearn - a path to success that requires you to break with the old rules

There’s a quote that I’m often reminded of when I see organisations or leaders who are clinging to leadership models that are no longer working "You can’t cross the ocean until you have the courage to lose sight of the shore".  You may think it’s safer to stick with what you know however recent research begs to differ: according to one recruitment specialist,  “Up to 60% of new managers fail within their first twelve months on the job in the UK” (ATA Recruitment).

A separate report, from 2023 showed that poor leadership was costing the UK economy an estimated £2.2 billion in lost performance.  Executive leadership coach and author Margot Faraci carried out a survey of 2,500 emerging leaders globally, “revealing that almost a quarter (23%) of UK leaders are unconsciously creating an environment of fear” (Jo Faragher, Personnel Today).

Why are two thirds of new managers failing?

Lack of preparation and planning? A growing remit of responsibility and unrealistic demands? Poor cultural fit and inadequate onboarding? Insufficient support and training? Or all of the above?

Imagine a successful leader from 2010 transported to today’s workplace.  Thrown into the maelstrom they have to quickly figure out the dynamics of multi generational teams,  AI and adaptive technology, manage hybrid working and remote teams, understanding and managing DEI agendas to name but a few challenges.  But they have to do it with 2010’s leadership and management style.  It doesn't make sense does it? How do we expect people to excel when we’re not giving them the right tools for the job? Organisations need to unlearn what they know about leadership development and break with the old rules if they want to ensure their future success.

Traditional leadership models were created for a different world

Traditional leadership models emerged from a different world - one of predictability, hierarchy, and clear power structures. Often authoritarian in nature these leadership models were built for industrial era organisations where consistency and control were the priority.  “Authoritarian leadership is the best way to eliminate any chance of creativity and collaboration. Most importantly, it’s one of the biggest factors of high turnover rates.” Kara Dennison, Forbes

Traditional leadership worked in organisations where managers had more technical expertise than their teams, change happened gradually, allowing time for top-down decisions and in markets where competition was well-defined and relatively stable.

Whether the leadership model is transactional, delegative or authoritarian, it clashes with modern workplaces and employee expectations of how they will be treated (and valued) at work. Multi generational teams, remote and hybrid working and rapid technological changes means that traditional leadership models no longer bring about the desired results.  Leaders need flexible communication skills, emotional intelligence and more sophisticated ways of inspiring and influencing their teams.

………….and now they’re becoming obsolete

The traditional workplace no longer exists. Traditional leadership models are redundant.  Emerging leadership models require innovation and adaptability if they hope to succeed.

Four reasons these models don’t work in 2025

1. Speed vs. Structure 

Traditional leadership models are hierarchical.  Decision making travels up or down a chain of several layers. Today's reality; markets shift in days, not years.  Organisations need a structure that allows for faster decision making.  

2. Knowledge Distribution

In traditional leadership models, leaders are the primary knowledge holders.  Today’s leaders understand that specialised knowledge exists through the different layers of the organisation.

3. Changing teams and workforces

The traditional model is one of command-and-control leadership. Today's reality; is multi-generational workforces seeking greater purpose and autonomy.

4. Technology

Traditional model is marked by information scarcity and controlled distribution in contrast today's reality is an abundance of information abundance and digital transformation

Why is it so hard to change thinking and behaviours around leadership?

There are a number of contributing factors that make some organisations reluctant to abandon familiar models of management. These include leaders who achieved their positions through old models who now struggle to work with new approaches because of a success paradox. These leaders and their organisations are confusing past success with future sustainability. 

We have also seen something called “development inertia”; this happens in organisations measuring success using outdated metrics which then reinforces outdated models. And finally we’ve got the good old comfort zone; traditional models of leadership provide clear rules and structures.  With no nuance, flexibility or complexity it “feels” easier.  Whereas newer leadership approaches require people leaders to be comfortable with ambiguity, complexity and fast paced change.  It’s fear of failure that prevents organisations experimenting with new methods. 

Outdated leadership practices come at a cost 

The costs of outdated leadership practices are not merely reputational.  There’s a real time cost in terms of lost skills, reduced labour force and reduced productivity.  Organisations that fail to respond to change lack innovation and lag behind their competitors.  Their very sustainability in the market place is threatened.  I could provide you with countless examples where “best practices” have backfired because they have not kept pace with changes in thinking, demand and in some cases updates employment law. We have real-world scenarios of leadership approaches that worked in the past but now damage organisations profitability and future existence.  

What do organisations and leaders need to do next?

Organisations need to unlearn old leadership models of “command and control management”.  There is no longer a “one size fits all” development approach for leaders and annual performance reviews as the primary feedback mechanism for achievements are no longer fit for purpose.  We also wouldn't recommend a blanket email demanding team members reply with their top five achievements in bullet points from the previous week.  Elon Musk provides a perfect example of toxic leadership.

Making the shift from old to new

I’m by no means suggesting that you immediately drop your current training and development programmes or suddenly abandon your existing performance management structures.  I do, however, invite you to review your leadership and management practices.  Identifying outdated practices can be done relatively simply by asking yourself some self reflective questions; Do you have an adaptive decision-making model? This means having the ability to move quickly when it's needed most.  Is authority distributed throughout the organisations or does it just sit with the person who is leading? Have you got continuous learning and unlearning loops that enable leaders to adapt and flex their leadership styles as the workforce changes?

If your organisation has the appetite for change and with the right support, experience and design you can break away from the old rules and find future success with a model of leadership that inspires and supports future leaders to thrive.  If you’re ready to take the next step and continue the conversation, I’d love to hear from you. Drop me an email at amanda@amandaowenmeehan.com