Hope is not a Strategy
I read an article this weekend on Susbstack. It was called I am doing this without hope. The author Rose, spun me with a challenging riposte to the idea of people leveraging hope. The piece got me thinking about whether hope is futile or if it can be something leveraged at all for those in positions of leadership.
In my leadership work, I have witnessed how the concept of hope often finds itself entwined with strategy. For many hope, that ethereal, uplifting force, has its place, but as leaders, it’s essential to recognise its limitations. Hope, on its own, is not a strategy. It is/can be an enabler, a spark, but it cannot substitute for deliberate action and well-thought-out plans.
Let me take you on a journey that illustrates this distinction.
Imagine an organisation facing turbulent times. Facing a shrinking market, a disengaged workforce, trouble recruiting, rising costs and diminishing innovation. The CEO stands before their team and says, “I hope things will improve. I hope we will find our way through this.” While these words may momentarily lift spirits, they fall short of offering a roadmap to progress. What the team truly needs is not just hope, but clarity, direction, and actionable steps.
On Optimism
Optimism is a (distant) cousin of hope, and it plays a pivotal role in effective leadership. Research from Gallup shows that optimism fosters resilience and encourages teams to embrace challenges with vigour. However, optimism must be grounded in reality. A leader’s role is to pair optimism with a robust understanding of their circumstances. This means assessing risks, recognising limitations, and identifying opportunities—not ignoring them in blind faith that things will get better.
Martin Seligman’s research on Learned Optimism underscores how an optimistic mindset can be cultivated to enhance resilience. Leaders who adopt an optimistic explanatory style of viewing setbacks as temporary and specific, create an environment where challenges are seen as surmountable. This approach not only inspires confidence but also lays the groundwork for effective problem-solving. Studies by Luthans and Youssef on Psychological Capital have demonstrated that optimism, when paired with strategies for adaptability and perseverance, significantly improves team performance and satisfaction.
Consider a leader who exudes optimism but lacks strategic foresight. Their team may feel motivated in the short term, but without clear goals and pragmatic plans, the energy quickly dissipates. Now contrast this with a leader who acknowledges the challenges but articulates a clear vision, outlining the steps to achieve it. This blend of realism and optimism galvanises the team into action.
Transforming Hope into Action
How can leaders harness hope without relying on it as a strategy?
The answer lies in transformation.
Hope can be the seed of action, but leaders must nurture it with planning, execution, and accountability.
You can start by painting a vivid picture of the future you aspire to create. This vision should inspire and anchor your team, offering a sense of purpose and direction. More importantly, it must be realistic and rooted in the organisation’s strengths and opportunities.
Break the vision down into actionable components. Identify measurable goals, allocate resources, and establish timelines. Strategy turns abstract hope into concrete steps. It bridges the gap between aspiration and achievement.
Leaders do not achieve success alone. Build a culture of empowerment where individuals at all levels feel ownership of the organisation’s goals. Equip your team with the tools, training, and authority needed to act decisively. Encourage a mindset of adaptability, where setbacks are viewed as opportunities to learn and recalibrate. This approach builds resilience and ensures that hope remains alive, but tethered to meaningful progress.
The Stockdale Paradox, as described by Jim Collins in Good to Great, is a powerful example of balancing hope with realism. Admiral James Stockdale was a naval officer and prisoner of war in Vietnam who was held for seven years. He suffered torture and abuse but developed systems to manage not only the torture but also the isolation his captors imposed on him.
When being interviewed for this book he said “You must never confuse faith that you will prevail in the end - which you can never afford to lose - with the discipline to confront the most brutal facts of your current reality, whatever they might be”
Leaders must confront the hard facts of their current situation while maintaining unwavering faith in their ultimate success. This paradox or duality provides a framework for integrating optimism into strategy, ensuring that hope serves as motivation without replacing actionable plans.
Learning from the past
A well-known example from corporate history highlights the dangers of relying solely on hope. In the early 2000s, Kodak faced mounting pressure as digital photography threatened its film business. Executives hoped that film would retain its dominance, delaying necessary investments in digital technology. This misplaced hope cost Kodak its market leadership, serving as a stark reminder that hope, without action, is merely wishful thinking.
In contrast, consider Lego's transformation in the mid-2000s. Faced with financial turmoil, the company’s leadership did not merely hope for recovery. Instead, they implemented a strategic overhaul—streamlining operations, refocusing on core products, and fostering innovation. Their success underscores the power of combining optimism with decisive action.
Great leaders understand that their legacy is not built on the hopes they inspire, but on their actions to realise those hopes. They weave optimism into their strategies, creating a fabric of resilience and progress. Hope is not abandoned, but it is never left unaccompanied.
So, as you navigate your leadership journey, remember that hope is a starting point, not the destination. Pair it with vision, strategy, and action, and you will inspire your team and lead them to tangible success. In the words of Sir Winston Churchill, “Success is not final, failure is not fatal. It is the courage to continue that counts.” Let your courage be guided by strategy, and let hope serve as the wind in your sails.
