What a manager learns from Zelensky

The leadership Volodymyr Zelensky is widely praised. And rightfully so. But should you also learn something from it as an ordinary manager? Countless blogs, articles and podcasts now list leadership lessons from the Ukrainian president. Often it concerns open doors such as: be authentic. Or: communicate understandably.

Sometimes you also read a nice description of the courage that Zelensky shows and its effect on the population. Psychologist and publicist Adam Grant describes, for example, how important it is for leaders to take a stand and stand up for the values ​​of their group. Grant: “We follow the leaders who fight for us – and we make sacrifices for the leaders who serve us.”

Well said. But still, should you do something about this if you are the team leader of a group of accountants in Amersfoort? Two important considerations.

Thought 1. Most of a person’s leadership is not seen in public. Leaders – whether they are active in politics, the military or other organizations – fulfill many roles. For example, they solve practical problems, distribute financial and other resources, negotiate in decision-making processes. Most of the work takes place behind the scenes.

Yes, as a leader you have to step outside every now and then. As a figurehead, advocate and inspirer. And there is certainly a lot to learn from Zelensky in that area. With more than 25 years of training as a comedian, actor and media entrepreneur, he is a master at this. But has he also built a good team around him? Does he organize sufficient contradiction in his own circle? Who knows may say.

Thought 2. Leadership is situational. What works well for Zelensky in Ukraine in a war situation may not work in your company. In fact, it probably won’t even work in Ukraine if the situation changes again.

Perhaps it is also a bit crazy to want to take lessons from a current war situation for a working day at the office. Professor Micha Popper, who for many years has been responsible for training military leaders in the Israeli army, research into differences between military leadership and corporate leadership† He mainly looked at the way in which leaders have influence. In a corporate environment, all kinds of rewards play a big role, Popper says. Think of recognition, prestige and money. But in a military environment it is primarily about emotional influence. Then you have to think about naming and embodying higher goals.

Popper argues: in a war there is a real chance that you and your colleagues will be injured or die. This means that the tension that people experience is incomparable to that in a normal work situation. In such circumstances, people desperately need a leader who will help them curb fear, maintain hope, and if necessary sacrifice themselves for a higher purpose, such as the freedom of a country.

Volodymyr Zelensky’s performance is a fascinating example of inspiring leadership. It is amazing what one person can do for countless others in times of crisis. And that is valuable in itself. Even if you don’t learn practical management lessons from it.

Ben Tiggelaar writes weekly about personal leadership, work and management.