The world feels more divided than ever, with anger permeating every level of society. For leaders, this creates challenges that range from difficult to seemingly impossible. How can they manage anger among employees, stakeholders, and external pressures? In the latest episode of Rotman Visiting Experts, Professor Karthik Ramanna discusses his new book, The Age of Outrage: How to Lead in a Polarizing World, and shares a practical framework for navigating these turbulent times.

Three takeaways

We're living in a very stressful time. Technological changes, like the advent of AI; societal shifts, such as an aging demographic; and a loss of trust in public institutions make us all a bit more...well, angry. The first thing leaders need to accept is that it's not one issue that's creating the conditions for the "age" of outrage; it's many. And if we can accept that we're living through a more polarizing time in society, we can start to address these issues more head-on.
Perhaps it's time those stereotypical "a-type" leaders — replete with courage, justice and wisdom — take a back seat to an oft-neglected virtue: temperance. Moderation might be key as we navigate these trying times, and Ramanna reminds listeners that some of the most influential and impactful leaders of our time have been temperate ones. Let your people - your team, your stakeholders, your customers - come to you with the right solutions; listen and trust that the processes you've put in place will help the right course of action bubble from the bottom up.
Leaders have limitations. You will always a) be seen as part of the problem by at least some of your stakeholders, and b) you can't solve every issue that comes across your desk. According to Ramanna, if you are clear about what issues you can own — that is identify, and offer up solutions for — then you can better manage the challenge of knowing that you can't fix everything. It's really about being authentic to your organization's values. Don't promise to solve climate change if you're an oil company; and if you can't stand behind your diversity, equity and inclusion efforts in the face of pushback, perhaps don't trumpet them to begin with.

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