Leadership: Why Experience Matters and Why Organisations Fail.

As my blog gains traction, I learn and sometimes need to make corrections. A friend recently read this blog on leadership and thought I was referencing them. That couldn’t be further from the truth. If you have read the blog and assumed it was about you, please know it wasn’t. Instead, it was based on my own experience and training in leadership. The trends I discuss are prevalent across many spheres of leadership and often go unchecked. While I have worked under leaders whose narcissism was damaging to many, both have passed away and writing about them would not serve a meaningful purpose. Their stories would warrant individual blogs rather than a collective reflection. Besides they were never interested in what people like me had to observe or share.

No, what I write is informed by my shortcomings as much as by those I’ve observed or studied. If you see yourself in my writing, I hope you find it helpful and encouraging growth. Make no mistake: leadership is hard work. You will make mistakes (some people will always see what you as as mistakes - they are usually wrong), and every new leader faces a steep learning curve. It takes courage to lead and the wisdom to know when to step aside.

From my experience, leadership requires vision and strong administrative skills, yet I have  never seen one individual excel equally in both. The best organisations balance these needs by combining visionary and administrative leadership to guide growth and improvement. For instance, in a school setting, having a head and a deputy head allows one to focus on administration while the other drives the vision.

Another observation worth noting is that most leaders excel in a particular niche. Once that area is addressed, they should have the courage and opportunity to move on or shift within the organisation. Unfortunately, many skilled leaders hold onto their positions past their “best by” date. This may stem from ego, but more often, it results from a lack of meaningful lateral opportunities within the organisation, forcing leaders to choose between leaving a place they care for or staying and stifling its progress. Organisations must address this issue to encourage fresh ideas in leadership while retaining talented and purposeful individuals.

As I conclude my years of experience abroad, I share these reflections to support public and private sector leaders striving to improve their organisations. This is as much about my own need for growth as it is anything else. If YOU find it useful, then I am happy to have been a purposeful support.

Some personal observations on areas where experience can matter and help.

Comprehensive Understanding of the Organization.
Leaders with significant experience are well-versed in organisational goals, strategic plans, and critical processes. This expertise enables them to make informed decisions that align with diverse standards and the varied needs of their teams and stakeholders.

Insight into Challenges.
Experienced leaders understand the intricacies of managing diverse teams, including navigating differences in skills, communication styles, and work approaches. They can build robust support systems and implement strategies that empower teams to thrive.


Credibility and Trust.
Team members tend to trust and respect leaders with practical, hands-on experience. This credibility fosters collaboration and involvement in new initiatives, especially in environments with diverse professional backgrounds.


Stakeholder Relationships.
Maintaining solid relationships with team members, clients, partners, and the broader community is invaluable. Consistent communication and alignment across different groups are crucial for effective leadership.


Policy Implementation.
Seasoned leaders translate policies into practical strategies, ensuring seamless adherence to local regulations and global standards while aligning with the organisation’s ethos.


Vision and Strategy.
Leaders who have advanced through various organizational levels have a strategic vision aligned with their needs. They can develop long-term plans that address dynamic workforces and rapidly changing landscapes.


Crisis Management.
The unpredictability of daily challenges requires leaders skilled in crisis management. Those with extensive experience are better equipped to handle emergencies and guide their teams and organisations in uncertain times.


Narrow Perspective.
Inexperienced leaders often prioritize initiatives or projects based on personal biases or limited viewpoints, sidelining equally essential objectives. They may structure workflows without clear evidence of necessity, overlooking the holistic needs of their teams. However, without being checked, such myopia can also become the Achilles heel of the experienced leader.


Formation of Power Groups.
Inexperienced leaders may surround themselves with small groups reinforcing narrow perspectives, creating an echo chamber that stifles constructive feedback and diverse ideas. This must be revised in the inclusive culture, which is crucial in organisations. Without going into details, an experienced leader who continues to utilise such strategies is, in my experience, usually insecure, incapable or simply a narcissist. Beware of this type of leader the most; they can often be disguised as sheep in wolf clothes!


Last-Minute Decisions.
Inexperienced leaders often make last-minute decisions that increase teams’ workloads due to a lack of planning or contingency measures. This absence of strategic foresight creates stress and disrupts productivity.


Failure to Plan for Diversity.
With sufficient experience, leaders often consider their teams’ cultural and professional diversity. Initiatives may need more flexibility, leaving some segments of the workforce marginalised. Action always speaks louder than words. Otherwise, people know you are check-boxing.


Careerist Leaders.
Some leaders are more focused on personal advancement than on the needs and well-being of their teams. They can implement decisions and policies that fail to acknowledge the full breadth of human experience, leading to dissatisfaction and disengagement.


Challenges of Managing Teams.
Managing teams can be challenging because individuals often focus on areas needing improvement rather than problem-solving. Navigating these tendencies requires a delicate balance while fostering a positive, proactive work environment.


Closing Thoughts.
Leaders who rule through secrecy and fear hinder progress and stifle the collaborative, inclusive atmosphere essential for organisations. Transparent communication, trust-building, and valuing diverse expertise are vital for effective leadership in any setting. As I mentioned at the outset, leadership is complex and not all who lead should be in a position to impact the lives of others powerfully. Sadly, many organisations promote such leaders but must support or check them when the red flags arrive. Likewise, organisations that genuinely care about those they lead often leave them untrained and carrying the weight of others whose leadership qualities should be better. YOUNG leaders must have an honest, supportive and realistic growth plan and expectations. To assume they came prepared for the job is to fail.

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