Why is co-leadership so rare? Here are the mistakes to avoid to get it right

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I’ve always been intrigued by the notion of co-leaders. It seems we place too much faith in having one person at the top, a denial of collective power. For some roles in some organizations at certain times, two people sharing one position makes sense, be it the CEO post or elsewhere in the organization. Yet it’s rarely considered.
Leadership consultant Anand Joshi, who over the past 20 years has counselled many co-CEOs, says success has been mixed with failures often blamed on a bad fit or lack of preparation. “A suitable fit and preparation do matter, but boards and leaders often act as though the challenge is mostly in setting up the arrangement,” he writes in Harvard Business Review. “We’ve found that initial preparation is not enough – co-leaders need to keep working on this unusual structure over time.”
When the process works well, he argues the partner-leaders can create extraordinary value for the organization. To succeed, however, they must overcome some common mistakes:
Mr. Joshi also stresses the importance of contributing in a comparable manner, to avoid resentments; staying current with each other at least every other day, so that communication gaps don’t arise; and making the partnership arrangement a growth experience for each person. Also important is regularly holding explicit conversations on how they are getting the work done and how to improve as a duo. “Fearful of stirring up trouble and disparaging what they see as ‘couples therapy,’ they tend to keep conversations short and focused on what’s happening – not how they’re working together,” he writes. That just makes the other mistakes more likely.
David Lancefield, a strategy coach, notes in Harvard Business Review that recent research suggests public companies led by co-CEOs outperformed the relevant stock market index, although the sample used was small, 87 companies in 25 years. He sees value in the approach within business units, divisions and projects, especially after acquisitions, when there’s a perceived need for representation of both groups. But a big danger is unhealthy game playing in the pursuit of dominance and positioning for the next role.
“You don’t have to become a political animal who spends their days looking to outmanoeuvre their co-leader,” he advises those who take on the challenge, because bosses, peers and subordinates spot this egregious behaviour and disapprove. “Instead, perform this role with integrity, canniness and positivity, recognizing that it will feel uncomfortable at times.”
Co-leadership is rarely raised as an option in a world where we exalt singular, heroic leaders. But it offers benefits as the pressure on certain roles becomes so intense these days it’s hard for one person to avoid sinking. Just do it for the right reason, alert to the challenges.
Cannonballs
Harvey Schachter is a Kingston-based writer specializing in management issues. He, along with Sheelagh Whittaker, former CEO of both EDS Canada and Cancom, are the authors of When Harvey Didn’t Meet Sheelagh: Emails on Leadership.