Picture this: A leader who’s sometimes completely absent, missing critical meetings and creating decision bottlenecks. Then suddenly, they swoop in like a seagull, make a lot of noise about everything from strategic initiatives to the smallest operational details, and just as quickly disappear again. This unpredictable pattern of engagement and disengagement creates a particularly challenging leadership dynamic.
The impact ripples through the organization. Standing meetings get consistently canceled. Important decisions pile up. Then, in bursts of intense involvement, the leader wants to weigh in on everything – even decisions well below their pay grade. The organization lurches between paralysis and hyperactivity, never finding its rhythm.
For senior teams trying to maintain momentum, this inconsistency creates a no-win situation. When the leader is absent, important decisions stall. When they’re present, their need to be involved in everything actually slows things down. The team begins to develop coping mechanisms – either holding back decisions until the leader reappears, or alternatively, avoiding telling them things for fear their involvement will only complicate matters.
The Hero Complex
Often, this pattern connects to what we might call the hero complex – a leader’s need to be seen as the key decision-maker and problem-solver in every scenario. While this might come from good intentions, it creates a destructive cycle. The more the leader swoops in to “save the day,” the more the organization becomes dependent on their involvement, even for routine decisions.
The irony? By trying to demonstrate their leadership through constant (if inconsistent) involvement, these leaders actually diminish their leadership impact. They create bottlenecks, frustrate their senior teams, and miss the opportunity to demonstrate an even more powerful form of leadership – developing and trusting others to execute their vision.
Breaking the Pattern
The most effective, studied leaders take a different approach. They recognize that their leadership is most powerfully demonstrated not through unpredictable involvement, but through their ability to develop strong deputies who can run the organization effectively in their absence. These leaders understand that being the hero isn’t about swooping in to save the day – it’s about building a team that rarely needs saving.
For senior leaders working under a seagull manager, the key is to help them see how their leadership impact could actually increase by being more consistent and selective about where they engage. This isn’t about asking them to step back – it’s about inviting them to step up into a more strategic role.
The conversation might sound something like this: “I know you want us to execute well on your vision. I think I could help you achieve that more effectively if we had a more consistent rhythm for decisions and a clearer sense of where you really need to be involved versus where we can run with things. It would free you up to focus on the bigger strategic priorities while ensuring we maintain momentum on operations.”
The Path Forward
The most successful transitions happen when both parties agree on clear decision rights and consistent communication patterns. This means explicit understanding about what decisions need the leader’s direct involvement versus what can be handled by their team with appropriate updates. It also means establishing and honoring regular touchpoints that create a steady rhythm for the organization.
The best leaders don’t need to make dramatic entrances and exits to demonstrate their leadership. They show their leadership through consistency, through trust in their teams, and through their ability to create an organization that runs smoothly whether they’re physically present or not. That’s the real hero move.