Introduction
In 1969, management consultant, educator and author, widely known as the the father of modern management, Peter Drucker wrote a book called The Age of Discontinuity: Guidelines to Our Changing Society (Harper & Row, 1969). In the book, he describes how major shifts in technology and globalization were transforming modern society at an exponential rate. In particular, he said we were entering a period of disruption and discontinuity in which the structure and meaning of our economy, politics, and society would be radically altered, and that the historic linear progression of things would no longer apply. Fifty-seven years later, Drucker’s analysis is still applicable, if not more relevant than ever.
Currently, I believe many people in leadership positions can say that the age of discontinuity is still happening. For them, the world feels too volatile, complex, and ambiguous. And in the midst of it all, they are seeking a path forward that will create some sense of security, continuity, and predictability.
Watch Our For Hubris
Nevertheless, there are some leaders who believe they are doing just fine, if not better than fine. They believe they have figured out what to do and how to proceed, no matter what is happening in the larger context. When I meet these people, I am reminded of Jim Collins and his book, How The Mighty Fall and Why Some Companies Never Give In (HarperCollins, 2009). As he writes, “Great enterprises can become insulated by success; accumulated momentum can carry an enterprise forward, for a while, even if leaders make poor decisions or lose discipline. Stage 1 [Hubris Born of Success] kicks in when people become arrogant, regarding success virtually as an entitlement, and they loose sight of the true underlying factors that created success in the first place.” And as Greek mythology pointed out so long ago, hubris, i.e. excessive pride, always brings down a hero. I would add the same for “great enterprises.”
Collins notes that the markers for Stage 1 are the following: “success, entitlement, arrogance; success is viewed as ‘deserved,’ rather than fortuitous, fleeting, or even hard earned. On the face of daunting odds, people begin to believe that success will continue almost no matter what the organization decides to do, or not to do.”
Collins also notes that the hubris born of success happens when the company neglects their primary flywheel, i.e. when “what” replaces “why”, and the rhetoric of success replaces understanding “why.” Furthermore, it takes place when there is a decline in a learning orientation, specifically when leaders “lose the inquisitiveness and learning orientation that mark those truly great individuals who, no matter how successful they become, maintain a learning curve as steep as when they first began their careers.” These same leaders discount “the role of luck” as it relates to their success. As he concludes, “our research indicates that organizational decline is largely self-inflicted, and recovery largely within our own control. Note: For more information on the hubris born of success and institutional decline, please read Good to Great: Why Some Companies Make the Leap. . . and Others Don't (HarperBusiness, 2001).
Make An Important Choice
With all of this in mind, I believe it is time to choose phronesis, which is an ancient Greek word meaning practical wisdom, practical judgement, or prudence. It describes the ability to act rightly, and make good choices in complex, and continually changing situations. Aristotle defined phronesis as a virtue that guides moral action, helping individuals determine the best means to achieve a good life. In simple terms, choosing phronesis involves knowing the right course of action, but also understanding why it is the right choice.
Given we are in a continued age of discontinuity, and witnessing multiple examples of the hubris born of success, I also believe leaders need to engage the skills of the heart, more than just the mind. This will translate into three specific actions, which, over time, can result in practical wisdom, judgement, and the making of sound choices based on “why” more than “what.” While these are skills of the heart, and often considered very “soft” skills, I believe they are critical to short and long term sustainability in the midst of the current volatility, complexity, and ambiguity.
To be continued on Tuesday.
© Geery Howe 2026
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