Leading Beyond Lived Experience

The world demands leaders who can think and act globally. There’s risk in relying on lived experience.

Lived experience fundamentally shapes our worldview, influencing our strategic thinking and success potential. Research across psychology, sociology, and business highlights how personal backgrounds inform leadership and decision-making.

In a world demanding leaders who can think and act globally, there’s risk in relying on lived experience.

It can be the height of frustration working for leaders who have a stangnant, outdated, and limited view of the world. By embracing ambition and exercising agency, we can ensure we evolve rather than become those leaders.

In psychology, the ‘schema theory’ suggests that individuals process new information through the lens of previous experiences, shaping future perceptions and decisions. Gavetti and Levinthal’s study on cognitive and experiential search indicates that leaders’ decisions often mirror their experiences, which can restrict or enhance strategic thinking based on the diversity of these experiences¹.

Sociologically, Pierre Bourdieu’s concept of habitus suggests that our earlier social backgrounds and experiences mould our perceptions and actions. His work, ‘Distinction: A Social Critique of the Judgement of Taste’ , elaborates on how these influences can lead to unique and transformative leadership styles².

In the business context, the influence of lived experience is evident.

• Howard Schultz, former CEO of Starbucks, often attributes his focus on employee welfare and corporate responsibility to his upbringing in a low-income New York neighbourhood. This personal history shaped his leadership style and directed Starbucks’ strategic emphasis on employee benefits and community involvement.

• Zhang Xin, co-founder and CEO of building developer, SOHO China, draws from her early experiences of poverty in Beijing and working in a Hong Kong factory. These formative years shaped her commitment to social welfare and innovative urban development. Under her leadership, SOHO China revolutionised real estate development in China and prioritised social initiatives, making a significant impact on community development and education.

• Ratan Tata, the former chairman of Tata Group in India, infused his leadership with the family’s tradition of philanthropy. His vision led to initiatives like the Tata Nano, the world’s most affordable car, designed to provide safer transportation for India’s lower-income families. This approach reflects Tata’s broader commitment to improving the quality of life for the wider community, guiding Tata Group’s expansion and its focus on sustainable development and social responsibility.

Why This Matters Now

In today’s increasingly complex world, characterised by global-level challenges and opportunities, the ability to lead beyond one’s lived experience is crucial. Leaders must navigate issues spanning diverse cultural, geographical, and geopolitical landscapes, requiring an approach that transcends personal experiences and relies on expanded levels of competence, connections, and confidence.

Engaging Beyond Lived Experience

Leaders can extend their perspectives through:

• Cross-cultural experiences: Immersion in diverse cultures, with different business, policy, and competitive environments, enhances understanding and global challenge navigation.

• Continuous learning: Engaging with various fields offers new insights and challenges conventional thinking.

• Diverse networks: Building a diverse professional network exposes leaders to multiple perspectives, enriching decision-making.

E. P. Hollander’s work on inclusive leadership³ discusses how leveraging diverse experiences within teams can lead to more effective and innovative outcomes. Additionally, research by Steers, Sánchez-Runde, and Nardon on cross-cultural management highlights how such experiences can enrich leaders’ perspectives and enhance their ability to manage in diverse environments⁴.

While lived experiences are critical in shaping leaders’ perceptions and strategies, the most effective leaders are those who are able to confidently extend beyond their own experiences. They embrace a broad understanding and diverse viewpoints, enhancing their ability to lead innovatively and empathetically in an interconnected world. This approach not only enriches their leadership capabilities but also propels their organisations toward greater success.

As we face global trends, technologies, and threats in 2024, the ability to lead from beyond our lived experience becomes crucial. If you aim to rule the world and be a dominant leader in your field, making an impact that matters to you, understanding and embracing a global perspective is essential.

Question for Reflection: Do you lead from lived experience or an expanded worldview?

Further Reading

1. Looking forward and looking backward: Cognitive and experiential search, Administrative Science Quarterly, 2000 (link here)

2. Distinction: A Social Critique of the Judgement of Taste, Harvard University Press, 1984 (link here)

3. Inclusive leadership: The essential leader-follower relationship, Routledge, 2009 (link here)

4. Management across cultures: Challenges, strategies, and skills, Cambridge University Press, 2010 (link here)