We’re all creatures of habit, finding comfort in the routines that shape our day. From the moment we wake up (yawn, stretch, get up) to the way we tackle work, routines give us a sense of familiarity and control.
But sometimes, what worked before no longer delivers the same results. You’ve probably heard the saying: “Insanity is doing the same thing over and over, expecting different results.” Many of us fall into that trap, repeating the same patterns and feeling stuck when things don’t improve.
When Routine Fails, Change is Necessary
Change is inevitable. We can’t expect things to stay the same forever. Eventually, we reach a point where change becomes necessary—sometimes even urgent.
When we recognise that change is needed, the next step is figuring out how to implement it effectively. At a senior level, changes can have widespread consequences and ripple effects that are hard to predict.
Recently, I worked with a company where senior management adopted a “management by consensus” style. At the director level, no decision could be made without everyone agreeing. While consensus can be helpful, it can also slow down progress—especially when it comes to making company-wide structural changes. In this case, that style of management led to inefficiency and even stifled productivity.
The Power of a Benevolent Dictator
One reason innovation stalls in many organisations is that managers are fixated on getting everyone’s agreement before moving forward. From my experience, this often leads to two problems. First, team members may focus on winning personal points rather than evaluating the merits of an idea. Second, employees often avoid conflict, preferring to comply with higher management instead of offering fresh ideas. Without constructive conflict, though, real growth can be difficult.
To drive meaningful change, there must be open debate. We need to air, challenge and discuss Diverse perspectives. No company will achieve greatness by having everyone agree on everything. This is where a Benevolent Dictator comes into play. The term “benevolent” refers to doing what’s best for the organisation, while “dictator” simply means that, at some point, decisions must be made. A strong leader listens to all viewpoints, but ultimately makes a choice that moves the business forward.
Often, it helps to bring in an external perspective. A consultant, business coach, or even an internal “scapegoat” can help shake things up. This person needs to be someone unafraid to “rock the boat” in pursuit of the company’s best interests. Their emotional distance from the organisation allows them to focus on results, rather than office politics.
In the end, though, the final decision rests with the leader. They must take on the role of the Benevolent Dictator and make the hard choices. It won’t always be easy, but it’s necessary for progress. Without change, the business risks stagnation—or worse…