{"id":3469,"date":"2025-10-01T21:49:36","date_gmt":"2025-10-01T13:49:36","guid":{"rendered":"https:\/\/moresourcing.com\/change-management-how-to-avoid-the-hero-trap\/"},"modified":"2025-10-01T21:49:36","modified_gmt":"2025-10-01T13:49:36","slug":"change-management-how-to-avoid-the-hero-trap","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/ko\/change-management-how-to-avoid-the-hero-trap\/","title":{"rendered":"How to Avoid the Hero Trap"},"content":{"rendered":"<p><\/p>\n<div id=\"article-content\">\n<header class=\"article-header\">\n<h2 class=\"article-header__deck\">Many leaders of growing organizations bemoan employee resistance to change. But the reason most change efforts fail is that leaders suffer from the hero complex.<\/h2>\n<div class=\"article-header__info\">\n            <a href=\"#article-authors\" class=\"article-header__byline\">David M. Sluss<\/a><br \/>\n            <time class=\"article-header__date pub-date-dimension\" datetime=\"2025-10-01T07:00:11-04:00\" pubdate=\"\"><br \/>\n                <abbr class=\"published updated\" title=\"2025-10-01T07:00:11-04:00\">October 01, 2025<\/abbr><br \/>\n            <\/time><br \/>\n            <span class=\"article-header__reading-time\">Reading Time: 10 min\u00a0<\/span>\n        <\/div>\n<\/header>\n<div class=\"standard-content article-content\">\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<figure class=\"article-inline\">\n<img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" alt=\"\" class=\"wp-image-123001\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/10\/How-to-Avoid-the-Hero-Trap.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-435x290.jpg 435w\" data-lazy-sizes=\"(max-width: 1290px) 100vw, 1290px\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/10\/How-to-Avoid-the-Hero-Trap.jpg\"\/><img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/10\/How-to-Avoid-the-Hero-Trap.jpg\" alt=\"\" class=\"wp-image-123001\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/10\/How-to-Avoid-the-Hero-Trap.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/Sluss-Hero-1290x860-2-435x290.jpg 435w\" sizes=\"(max-width: 1290px) 100vw, 1290px\"\/><figcaption>\n<p class=\"attribution\">\uce90\ub864\ub9b0 \uac00\uc774\uc2a8-\ubc14\uc774\uc140\/MIT SMR | \uac8c\ud2f0 \uc774\ubbf8\uc9c0<\/p>\n<\/figcaption><\/figure>\n<div class=\"article-summary\"><strong class=\"article-summary__strong\">\uc694\uc57d: <\/strong><\/p>\n<p>Many leaders blame employee pushback when change efforts fail \u2014 but they may need to look in the mirror. When leaders try to play the hero, they often stop listening and take criticism of proposed solutions personally. Three change management strategies can help leaders avoid the hero trap: building coalitions based on problem expertise, not solution support; telling the problem\u2019s origin story rather than just selling a vision; and not assuming that the organizational culture must transform.<\/p>\n<\/div>\n<p><span class=\"smr-leadin\">The amount of change<\/span> coming at leaders right now may feel unprecedented, given today\u2019s political and technical landscape.  But amid significant disruptions, such as artificial intelligence tools, deep-tech innovations, novel fintech platforms, and geopolitical shifts, an organization\u2019s capacity to grow depends on its capacity to change constantly. Success also depends on <em>your<\/em> capability to lead that constant change. New processes need to be designed. New departments need to be formed. New products need to be developed. New markets need to be entered. Then, as you scale the organization, these new processes, departments, products, and markets need to be revised, restructured, and revisited: Wash, rinse, repeat. Within our exponentially volatile world, organizational growth is a constant challenge and, in turn, leading change is a critical leadership competency to answer this challenge. However, too many change efforts still fail.<\/p>\n<p>Why is leading change so hard at times of growth? Many leaders bemoan employee resistance and hidden stakeholder agendas as key factors. While these can be significant factors, I don\u2019t think blame can be pointed only at the employees and stakeholders. The truth is actually quite the opposite. In my experience working with companies trying to scale, the reason most change efforts fail is that leaders suffer from the hero complex.<a id=\"reflink1\" class=\"reflink\" href=\"#ref1\">1<\/a> I define <em>hero complex<\/em> as a toxic mix of seeking overinflated credit (for the change) and experiencing extreme psychological ownership (of the change).<\/p>\n<p>The complicating factor: Many aspects of leading change tend to bring out the hero complex \u2014 especially at times of company growth. Change puts leaders \u201constage\u201d to be lauded (or loathed) by those above (investors, senior management, partner organizations) as well as those below (employees, stakeholders). Being at the center of that stage also increases feelings of being the change\u2019s star and, thus, owner. That can make leaders less likely to listen to others\u2019 ideas for improvements to the change solution and\/or more likely take any criticism of the change as a personal insult.<\/p>\n<p>Being a hero for today\u2019s change may also shut off a leader\u2019s capacity to recognize a need for tomorrow\u2019s change \u2014 hindering future growth and successful scaling, the very goal they seek.<\/p>\n<div class=\"article-authors\" id=\"article-authors\">\n<h4 class=\"article-authors__title\">\uc800\uc790 \uc18c\uac1c<\/h4>\n<div class=\"article-authors__bio\">\n<p><a href=\"https:\/\/www.linkedin.com\/in\/david-m-sluss-phd\/\" target=\"_blank\" rel=\"noopener\">David M. Sluss<\/a>, Ph.D., is a professor of management and the Leading@Scale Chaired Professor at ESSEC Business School in Paris.<\/p>\n<\/div><\/div>\n<div class=\"article-ref\" id=\"article-ref\">\n<h4 class=\"article-ref__title\">\ucc38\uc870<\/h4>\n<div class=\"article-ref__list\">\n<p id=\"ref1\"><b>1.<\/b> K. Madison, J. Fernando, J. Robberts, et al., \u201cFrom Hero to Humility: Critical Approaches to Teaching Servant Leadership,\u201d New Directions for Student Leadership, no. 180 (winter 2023): 37-47, <a href=\"https:\/\/doi.org\/10.1002\/yd.20579\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1002\/yd.20579<\/a>.<\/p>\n<\/p><\/div>\n<\/p><\/div>\n<\/div><\/div>\n<p>#Avoid #Hero #Trap<\/p>","protected":false},"excerpt":{"rendered":"<p>Many leaders of growing organizations bemoan employee resistance to change. But the reason most change efforts fail is that leaders suffer from the hero complex. David M. Sluss October 01, 2025 Reading Time: 10 min\u00a0 Carolyn Geason-Beissel\/MIT SMR | Getty Images Summary: Many leaders blame employee pushback when change efforts fail \u2014 but they may [&hellip;]<\/p>","protected":false},"author":1,"featured_media":3470,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-3469","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to Avoid the Hero Trap - MORE SOURCING LTD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/ko\/change-management-how-to-avoid-the-hero-trap\/\" \/>\n<meta property=\"og:locale\" content=\"ko_KR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How to Avoid the Hero Trap\" \/>\n<meta property=\"og:description\" content=\"Many leaders of growing organizations bemoan employee resistance to change. 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