Unchecked leadership ambition: a lesson from the Commonwealth Games cancellation

When leaders rise to the top of governments and organisations, their ambition can become a powerful force, propelling them and the organisation forward. Ambition can drive progress, but it can also lead to a thirst for control and dominance. For example, CEOs who become leaders of large companies often achieve success through their ambition, pushing boundaries and transforming industries. But here's the twist: this same ambition, when left unchecked, can push them towards autocracy, overshadowing the benefits of collaboration. Excuse my very personal infusion of opinion here, but I believe that a majority of organisational leaders are mediocre at best in providing inspirational leadership. In order to get the top job, they are forced to become very skilled politicians, in danger of losing focus when it comes to the purpose of the organisation and its people (culture).

As leaders climb the ladder, they gather a team of senior experts around them. But that is also where a temptation arises: to surround themselves with people who always agree – this confirmation bias will make it easier to get their way. Or at least, the need to be political becomes less pressing, and for leaders who fear to be toppled by ambitious subordinates, those who are out to please are easier to control. But this approach can (and often will) backfire. When leaders seek only agreement, they miss out on diverse viewpoints, creativity, and balanced decision-making – essential ingredients for growth.

Choosing a team that challenges assumptions might seem risky, but it is a crucial counterbalance to the pitfalls of unchecked ambition. Here is the case study that drives this point home: the cancellation of the Commonwealth Games by Daniel Andrews, Premier of the State of Victoria in Australia. This move, made without diverse and overt co-leadership, not only hurt athletes and the regional host communities but also caused financial loss and eroded social value. As is increasingly commented in the media, the Games were ‘won’ for Victoria as a promise to regional communities, in an election year during which the negative impact of the Covid lockdowns had to be neutralised.

Andrews' decision cost the tax payers in Victoria a staggering $380 million in contract breach fees, which could have been spent on community initiatives, like supporting local sports clubs. The Andrews government announced that money allocated to regional infrastructure development would still be spent. But the fact of the matter is that 380 million tax dollars are now dumped in a black hole. Money that could and should have been spent on matters that benefit the citizens of Victoria. The lack of consultation and non-inclusive decision-making showcased the dangers of a leadership style driven by unchecked ambition (to be re-elected, to stay in power). This autocratic approach overlooked the negative financial impact and ignored the community development opportunities.

The measurable costs of the Games' cancellation was clear, but the intangible costs were equally significant. Hundreds of people lost their (Commonwealth Games) jobs, sporting communities that were preparing their volunteers were left hanging dry and Victoria’s reputation as a major event destination and excellent host of globally significant events took a massive beating. The absence of diverse co-leadership in the Andrews government has led to a comedy of errors, ranging from poor feasibility studies and bid preparation to missing a massive opportunity to create a legacy of community engagement.

This case serves as a reminder of the perils of unchecked ambition and the value of diverse co-leadership. Leaders who ignore diverse perspectives and only focus on their strong desire to gain or remain in power, risk missing the bigger picture. While ambition can drive progress, it needs humility and self-awareness to thrive.

Had Andrews embraced inclusive leadership, using the insights of diverse co-leaders, the chain of events might have been different. It would have allowed other leaders to remind the Premier what the purpose of bringing major events to the State was in the first place. They could have questioned if the Commonwealth Games were indeed, the best available event to serve that purpose. To this day we still lack the evidence to make a rational judgement about the return on this event investment for Victoria. To navigate the paradox of ambition, leaders need to recalibrate their philosophy. Building a diverse team becomes crucial. Co-leaders, with different skills and viewpoints, prevent tunnel vision and power-driven decisions.

Successful leaders remain focused on the purpose of their organisation and as such value collaborative leadership. They know that their ambition can be a double-edged sword. They welcome co-leaders who challenge them, fill gaps in their expertise, and keep their executive leadership grounded.

The leadership journey is a dance of ambition, power, and responsibility. To navigate it well, ambition must be harnessed wisely. Leaders surrounding themselves with people who may be bigger talents than the leader in charge provide the cornerstone for sustainable leadership. Steering away from the pitfalls of unchecked power may have saved the taxpayers of Victoria a hell of a lot more than 380 million dollars…