The Hero Culture Conundrum: Navigating Challenges in the Social Entrepreneurial World

In the webinar, "Hero culture damaging the social sector?" prominent figures in social entrepreneurship explored the complex dynamics of leadership and the potential pitfalls of hero worship in the field.  Gary Cohen, co-founder and president of Health Care Without Harm, and Neelam Chhiber, co-founder of the Industree Foundation, shared their insights on this pressing issue. Their discussion was further enriched by the perspective of Hae-Young Lee, Country Representative of Ashoka.

The webinar tackled a crucial question that organisations like Ashoka and the Skoll Foundation have grappled with: while the focus on individual social entrepreneurs has driven positive change, is it time to shift towards a more holistic approach that recognises entire organisations and networks rather than just their founders. 

The Allure and Peril of Heroism
The concept of the social entrepreneur as a hero is deeply ingrained in our culture. As Cohen noted, "We all have heroes, we all have role models."  These figures can inspire and motivate, driving others to pursue social change. However, this admiration can become problematic when it morphs into an unhealthy hero worship.

The social sector has increasingly embraced the narrative of the lone visionary battling systemic issues. This image is reinforced by media coverage, awards, and accolades that celebrate individual accomplishments. Cohen astutely observed that many of these accolades focus on individual success, which ignores the broader network that supports these leaders.

This individualistic approach not only fails to recognise the collective effort required for meaningful change but also fundamentally misunderstands how systemic transformation occurs. As Cohen emphasised, True transformation is rarely the work of a lone wolf but rather the result of organisations, networks, and movements working in concert.

The Wellbeing Conundrum
Perhaps the most insidious effect of hero culture is its impact on the wellbeing of those thrust into the spotlight.  Chhiber, speaking from personal experience, highlighted the immense pressure placed on social entrepreneurs.  There's a constant expectation to scale up, do more, and achieve greater impact, she noted, often at the expense of personal health and well-being.

Cohen echoed this concern, pointing out that the wellbeing of these 'heroes' is frequently sacrificed on the altar of their cause. This relentless demand for growth and impact can lead to burnout and, ironically, a diminished capacity to effect change.

Chhiber's journey from a territorial mindset to one of openness and collaboration illustrates a potential path forward.  She described how, after initially guarding her intellectual property closely, she learned to let go and embrace networks of collaboration. This shift not only distributed the burden of leadership but also ignited powerful collective intelligence, leading to a more fulfilling and impactful approach to social change.

Redefining Leadership in the Social Sector
Both Cohen and Chhiber advocated for a paradigm shift in how we perceive leadership in the social sector. Cohen proposed the metaphor of a midwife – someone who facilitates change, empowers others, and recognises that their work is never truly done. This aligns with Chhiber's experience of distributing responsibility across networks, allowing for personal and professional flourishing.

From Celebrity to Collective Impact
The discussion touched on the broader cultural context that fuels the hero narrative. Cohen challenged social entrepreneurs to question whether they're buying into celebrity culture and what it truly means to lead and heal. He argued that true leadership in the social sector is about creating healthy environments, fostering collective intelligence, and facilitating connections.

Empowering Others and Building Networks
A recurring theme in the discussion was the importance of empowering others and building robust networks. Chhiber emphasised the need to distribute both the burden and the cash flow across these networks. This approach not only alleviates pressure on individual leaders but also creates more resilient and adaptable systems of change.

Cohen added that it's critical to bring other people along on the journey. This collaborative approach aligns with the idea of collective impact work, where diverse elements connect and work together towards common goals.

Funding the Future of Social Change
An important aspect of overcoming hero culture lies in how social initiatives are funded. Cohen argued for a shift from funding individuals to funding networks, recognising the complex ecosystems required for systemic change. This approach supports collaborative efforts and alleviates pressure on individual "heroes" to constantly scale and do more.

Nurturing Personal Practices for Sustainable Leadership
Amidst these challenges, both Cohen and Chhiber stressed the importance of personal practices that centre and ground social entrepreneurs. Cohen spoke of "acting from a place of hope," emphasising practices like prayer, poetry, and meditation to maintain balance and perspective.

Embracing the New Paradigm
Hae-Young Lee's insight about putting energy into the new rather than fighting the old resonates strongly with the vision presented by Cohen and Chhiber. Her perspective, shaped by Ashoka's experience in supporting social entrepreneurs, suggests a shift towards recognising entire organisations and networks rather than just individual founders.

This approach involves leveraging collective intelligence and creating systems that are inherently more collaborative and resilient. It's about recognising that the most effective social change comes not from individual heroics but from well-orchestrated collective efforts.

Conclusion: A New Chapter in Social Entrepreneurship
As we navigate the complexities of social change in the 21st century, it's clear that the hero narrative, while inspiring, is insufficient and potentially harmful. The insights shared by Cohen, Chhiber, and Lee point towards a more nuanced, collaborative approach to leadership in the social sector.

By shifting our focus from individual heroes to empowered networks, from celebrity culture to collective impact, we can create more sustainable and effective models of social change. This new paradigm recognises the interconnectedness of social and environmental issues and the need for diverse, collaborative solutions.

The challenge for today's social entrepreneurs is to inspire without becoming idols, to lead without overshadowing, and to create change that extends far beyond their individual reach. By embracing this more holistic, network-centric approach, we can overcome the limitations of hero culture and unlock the true potential of social entrepreneurship to create lasting, meaningful change in our world.