Why Sri Lankan leaders fail

By Kishu Gomes

In the recent past, we've witnessed the public downfall of leaders from almost every area of endeavour in Sri Lanka — business, politics, religion, and sports. One day they're on top of the heap, the next; the heap is on top of them.

Talking about Sri Lankan business leaders, in the last decade, many organizations have had no choice but to accelerate the speed at which high performers are promoted. In reality, what we have seen is the best getting promoted not the best for the role in terms of knowledge and competencies. You will agree with me that in this fiercely competitive global market and tough business environment failure of leaders can drive you out of business. I believe in Sri Lankan talent, I have been working hard to create a voice for the Sri Lankan youth and I sacrifice a considerable amount of my personal time to prepare, energize and inspire them to be effective leaders through various interfaces.

Across the world we face a widening gap between the demand for leadership, and the supply of leaders ready to take on the challenges that must be conquered for their business to deliver. In Sri Lanka the reality is that only a few organizations are able to report that they have sufficient leadership to support their most pressing business needs. Today, doing business is more complex than ever before, competition is fiercer, employees have higher expectations, and resources are scarce, leadership isn’t getting easier for the Sri-Lankan business leaders For leaders who currently deliver industry-leading performance, the next level of leadership is still a source of concern. Is the 2nd level ready to take up the future challenges at the top most level? But being promoted is a great thing……isn’t it?

Here are some of the findings out of an informal survey I conducted speaking to the elite business leaders in Colombo during my so called networking sessions over the last several months.
What causes a Sri Lankan leader to fail?

Fear of change

Leaders are often riding the wave of prior organizational successes as they begin their new roles rather than leveraging their own strategic thinking and at the same time they are not mindful of their own vulnerabilities. Probably, the potential risk of derailment with change makes the leaders stick to the successor’s past direction. Playing safe has been the approach of most Sri Lankan leaders is what they say. What we know is that those leaders who played offensive to defend and /or grow have emerged victorious.

Fear to differentiate people

Leaders who do not differentiate people neither do justice to their people nor do they do any good for the business. Unwillingness or hesitation to provide candid and pinpointed performance reviews end up in disaster for the organization as well as for the individual in the long run. Leaders are accountable for both getting the best from the people and giving them the best in terms of personal development. If there is one thing our business leaders should learn from the western leaders, it is the boldness to give very professional and direct feedback. I wouldn’t necessarily say honest feedback as I have seen them being biased too.

Hasten to action strategy no matter how aligned the strategy is

Leaders are usually distinguished by their ability to "think & strategize." Leaders are paid for making decisions and providing leadership to teams. But when their focus shifts, they suddenly start thinking operational. They micro manage, they get caught up in details better left to others, and they become consumed with the trivial and non-strategic.

And to make matters worse, this tendency to achieve “results at any cost” not necessarily the “results right way” can be detrimental from a long term sustainability perspective. It is possible for a leader to become too action oriented and, in the process, lose the strategic alignment and become another operational person. The complaint was that the Sri Lankan leaders do not take the time necessary to get their focus back on what's strategic.

While leadership is invigorating, it is also tiring. Leaders who fail to take care of their physical, psychological, emotional, and spiritual needs are headed for disaster. Think of having a gauge for each of these four areas of your life—and check them often! When a gauge reaches the "empty" point, make time for refreshment and replenishment. Clear your schedule and take care of yourself—it's absolutely vital to your leadership that you continue to grow and develop a task that can be accomplished only when your tanks are full.

The last warning sign of impending disaster that leaders need to heed is a move away from their first love and dream. Paradoxically, the hard work of leadership should be fulfilling and even fun. But when leaders lose sight of the dream that compelled them to accept the responsibility of leadership, they can find themselves working for causes that mean little to them.

They must stick to what they love, what motivated them at the first, to maintain the fulfillment of leadership. My request to Sri Lankan leaders is; make sure that you stay on the track of following your first love, frequently ask yourself these three questions: Why did I initially assume leadership? Have those reasons changed? Do I still want to lead?