You want your organisation to be agile and reap the benefits of digital transformation. You want to decentralise decisionmaking, to be the kind of leader who provides vision and direction, but trusts your teams to deliver on actually getting you to your strategic destination; who judges success based on empirical outcomes rather than the number of hours spent at a desk. But it’s hard to let go, to really put your faith in the concept of distributed leadership.

Changing the culture of an organisation is hard. So it has to be done methodically and in a thoughtful manner. Most of all, it involves burying the messianic complex that wants to be – as a digital leader – the hero of the story.