The Leadership Lab Mindset Shift: From “Hero” to “Hero-maker”
Many leaders enter The Leadership Lab thinking their job is to see a problem—fix a problem.
This isn’t necessarily bad or wrong. In fact, fixing problems is inherently satisfying. Leaders get to feel valued—they get to be heroes.
But when leaders’ identities rely on their ability to fix things—whether they are driven by the need to be liked, or to be right or to have control—they burn out and their people stagnate.
So while being the hero feels good and may lead to success—it’s not necessarily effective over time.
The Leadership Lab creates a mindset shift—from being a hero to being a hero-maker. It focuses on the fundamental, relational aspects of leadership—the things that create conditions in and around leaders so that they and their people can be great, effective humans at work and in life.
Here is the experience of leaders who have participated in the Lab over the past 6 months.
The participants
Project Managers, first-time supervisors, seasoned managers, and executives from a California-based distribution company. Participants were grouped with others at their similar levels in the organization.
The Structure
Participants meet every other week for 90 minutes for one quarter. The sessions are highly interactive with paired, triad and large group discussions. Each meeting ends with reflections and practice for the next two weeks. Each meeting starts with a conversation about how it went. A lot of the learning comes from participants’ shared experience and direct coaching on applying the tools and skills they are learning.
What they said about their role before the lab
“...to babysit adults”
“Functionally leading but not leading like a coach”
“Stuck in a vicious cycle of being the hero, didn’t have skills to change”
“Being a fixer, solving everyone’s problems”
“Like a boss—there to help with problems”
“Taking on unwanted tasks, being the problem solver”
“To be liked, have the right answers—being the hero and people pleaser at all costs”
“Get it done, not focus on rapport”
What they learned
The lab introduces simple concepts to reframe how leaders see their roles and gives them practice using skills and tools to shift behaviors that when overused, do not serve them. They learned:
To notice when they’re coming from a defensive, reactive mindset and to recognize the fears/threats that power this perspective
How to shift from controlling, people pleasing and needing to be right to empowering and engaging others
The necessity of transparency, powerful questions and powerful listening at all levels of leadership
A problem solving framework and accountability structures that decrease drama and increase collaboration and better outcomes
What they said about their role after the lab
“To be leader as coach—noticing, pausing, staying calm”
“Being more curious rather than making assumptions”
“Accountability and knowledge-sharing—acknowledging where I am [above or below the line] has been the most powerful takeaway”
“Letting [others] be heard”
“Guiding and supporting the team to grow into their roles, asking the right questions & listening.”
“Helping them grow and the company grow—being more mindful of listening”
“I can delegate, find balance with the team”
“I’m more open-minded, approach [others] with curiosity”
“Setting boundaries and expectations isn’t a flaw”
“To support others, adapt to changes, regulate my own emotions, and to check the people pleasing”
The Impact
The goal of the Leadership Lab is for leaders to make a fundamental shift: from hero to hero-maker. The work is both internal (like noticing defensive reactions) and external (like how to have conversations that create a culture of accountability). They practice using skills and tools that create more ease and less white-knuckling in their day to day. This isn’t always easy: it takes ongoing practice and awareness. But it’s simple and accessible. And the impact on others can be massive where your people get to do their best work because you’re creating the space.
Heroes focus on doing. Hero-makers focus on developing.
Resources
The Leader As Coach (Harvard Business Review)
Successful Leaders Are Great Coaches (Harvard Business Review)
The Coaching Habit by Michael Bungay Stanier