“If not this, what? If not us, who? If not now, when?” It was 1997, and Lorna Davis, a seasoned business leader and future global ambassador for the B Corp movement, stood on stage as the newly appointed head of Griffin’s Foods in New Zealand.

With decades of leadership experience across companies like Danone, Kraft, and Mondelez, Davis would go on to transform how leaders integrate social, environmental, and financial priorities into their organizations.

But that day, dressed in a bold pink suit, she delivered an ambitious rallying cry—only to realize that applause didn’t translate into action.

This moment marked the beginning of Davis’s journey away from the “hero” style of leadership and toward something far more impactful: radical interdependence.

The Peril of Hero Leadership

The allure of being a heroic leader is strong. Heroes make grand announcements, set individualistic goals, and often bask in the applause. Yet, as Davis points out, this approach not only stifles collaboration but can also be downright dangerous.

“When one person has all the answers, it leads to the belief that the problem is solved,” she explains, “and leaves no room for others to contribute.”

This isolation isn’t just ineffective—it erodes the very fabric of teamwork that’s necessary in today’s interconnected world.

Radical Interdependence: A Shift in Leadership

Through her decades-long leadership journey, Davis observed three key ways in which interdependent leaders operate differently from their heroic counterparts:

1. Setting Collaborative Goals

Heroic goals are self-contained, easily measurable, and often competitive—think revenue targets or market share. In contrast, interdependent leaders set goals that are significant but inherently impossible to achieve alone.

Take Patagonia and Eileen Fisher, for example. These B Corps tackle the 92 million tons of annual waste from the clothing industry. Rather than stopping at producing eco-friendly clothes, they encourage consumer participation through repairs, buybacks, and collaborations with competitors to address industry-wide challenges.

2. Declaring Goals Without a Plan

Heroic leaders announce goals only when the path to success is clear, aiming to cement their image of competence.

Interdependent leaders, however, make declarations that invite collaboration—even when no plan exists.

When Davis announced Danone North America’s goal to become a B Corp, there was no roadmap. Yet the bold declaration spurred employees to step up and external partners to rally in support. What followed was a collective achievement, celebrated not as an individual triumph but as a community milestone.

3. Redefining Relationships

In a hero-led organization, others are seen as competitors or followers. Meetings are speech-heavy, with participants disengaged. Interdependent leaders, however, view relationships as opportunities for co-creation.

For instance, when Davis led Kraft Foods in China, the team struggled with product launches. By switching meeting language to Chinese and soliciting opinions from every participant, they unlocked critical insights. The result? Products like green-tea-flavored Oreos became runaway successes.

Designing Spaces for Collaboration

Creating environments that foster interdependence is an art.

At Danone, Davis replaced sterile PowerPoint presentations with lively marketplaces where teams pitched ideas in costumes, breaking down barriers and encouraging honest dialogue.

“Time together has to be carefully curated,” Davis asserts, “so people know their time is valuable, and they can bring their best selves to the table.”

Applying Radical Interdependence

Davis’s leadership philosophy extends beyond business. Her passion for wildlife conservation—specifically rhino protection—led her to adopt the principles of radical interdependence. Recognizing that rhino poaching is far too large a challenge for any individual to tackle, she joined forces with others who shared her commitment.

“This process of learning how to work together is complex but inspiring,” she shares, envisioning a future where collaborative efforts save these majestic creatures.

The Wrap

Hero culture endures because it feels safer.

Leaders are trained to project strength and control, mistakenly equating vulnerability with weakness. Yet Davis warns that this separation is an illusion.

“Interdependence requires openness, transparency, and vulnerability,” she says. “But the joy and success it brings are worth the effort and risk.”

As the world grapples with unprecedented challenges, from climate change to social inequities, the time for hero culture has passed. True progress demands leaders who embrace radical interdependence—and the transformative power of working together.