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15 Diseases of Leadership - Pope Francis Cheat Sheet (DRAFT) by [deleted]

Wisdom Pope Frances for Leaders

This is a draft cheat sheet. It is a work in progress and is not finished yet.


The leadership team is called constantly to improve and to grow in rapport and wisdom, in order to carry out fully its mission. And yet, like any body, like any human body, it is also exposed to diseases, malfun­cti­oning, infirmity. Here I would like to mention some of these “[lead­ership] diseases.” They are diseases and tempta­tions which can danger­ously weaken the effect­iveness of any organi­zation.

The disease of thinking we are immortal, ...

The disease of thinking we are immortal, immune, or downright indisp­ens­able, [and therefore] neglecting the need for regular check-ups. A leadership team which is not self-c­rit­ical, which does not keep up with things, which does not seek to be more fit, is a sick body. A simple visit to the cemetery might help us see the names of many people who thought they were immortal, immune, and indisp­ens­able! It is the disease of those who turn into lords and masters, who think of themselves as above others and not at their service. It is the pathology of power and comes from a superi­ority complex, from a narcissism which passio­nately gazes at its own image and does not see the face of others, especially the weakest and those most in need. The antidote to this plague is humility; to say heartily, “I am merely a servant. I have only done what was my duty.”

Another disease is excessive business

It is found in those who immerse themselves in work and inevitably neglect to “rest a while.” Neglecting needed rest leads to stress and agitation. A time of rest, for those who have completed their work, is necessary, obligatory and should be taken seriously: by spending time with one’s family and respecting holidays as moments for rechar­ging.

The disease of mental & [emoti­onal] petrif­ication

It is found in leaders who have a heart of stone, the “stiff­-ne­cked;” in those who in the course of time lose their interior serenity, alertness and daring, and hide under a pile of papers, turning into paper pushers and not men and women of compas­sion. It is dangerous to lose the human sensit­ivity that enables us to weep with those who weep and to rejoice with those who rejoice! Because as time goes on, our hearts grow hard and become incapable of loving all those around us. Being a humane leader means having the sentiments of humility and unself­ish­ness, of detachment and genero­sity.

The disease of excessive planning & functi­onalism

When a leader plans everything down to the last detail and believes that with perfect planning things will fall into place, he or she becomes an accountant or an office manager. Things need to be prepared well, but without ever falling into the temptation of trying to eliminate sponta­neity and serend­ipity, which is always more flexible than any human planning. We contract this disease because it is easy and comfor­table to settle in our own sedentary and unchanging ways.

The disease of poor coordi­nation

Once leaders lose a sense of community among themse­lves, the body loses its harmonious functi­oning and its equili­brium; it then becomes an orchestra that produces noise: its members do not work together and lose the spirit of camara­derie and teamwork. When the foot says to the arm: ‘I don’t need you,’ or the hand says to the head, ‘I’m in charge,’ they create discomfort and paroch­ialism.

Disease of “leade­rship Alzhei­mer’s

It consists in losing the memory of those who nurtured, mentored and supported us in our own journeys. We see this in those who have lost the memory of their encounters with the great leaders who inspired them; in those who are completely caught up in the present moment, in their passions, whims and obsess­ions; in those who build walls and routines around themse­lves, and thus become more and more the slaves of idols carved by their own hands.

The disease of rivalry and vainglory

When appear­ances, our perks, and our titles become the primary object in life, we forget our fundam­ental duty as leaders—to “do nothing from selfis­hness or conceit but in humility count others better than oursel­ves.” [As leaders, we must] look not only to [our] own interests, but also to the interests of others.

The disease of existe­ntial schizo­phrenia

The disease of those who live a double life, the fruit of that hypocrisy typical of the mediocre and of a progre­ssive emotional emptiness which no [accom­pli­shment or] title can fill. It is a disease which often strikes those who are no longer directly in touch with customers and “ordinary” employees, and restrict themselves to bureau­cratic matters, thus losing contact with reality, with concrete people.

The disease of gossiping, grumbling, back biting

This is a grave illness which begins simply, perhaps even in small talk, and takes over a person, making him become a “sower of weeds” and in many cases, a cold-b­looded killer of the good name of collea­gues. It is the disease of cowardly persons who lack the courage to speak out directly, but instead speak behind other people’s backs. Let us be on our guard against the terrorism of gossip!

The disease of idolizing superiors

This is the disease of those who court their superiors in the hope of gaining their favor. They are victims of careerism and opport­unism; they honor persons [rather than the larger mission of the organi­zat­ion]. They think only of what they can get and not of what they should give; small-­minded persons, unhappy and inspired only by their own lethal selfis­hness. Superiors themselves can be affected by this disease, when they try to obtain the submis­sion, loyalty and psycho­logical dependency of their subord­inates, but the end result is unhealthy compli­city.

The disease of indiff­erence to others

This is where each leader thinks only of himself or herself, and loses the sincerity and warmth of [genuine] human relati­ons­hips. This can happen in many ways: When the most knowle­dgeable person does not put that knowledge at the service of less knowle­dgeable collea­gues, when you learn something and then keep it to yourself rather than sharing it in a helpful way with others; when out of jealousy or deceit you take joy in seeing others fall instead of helping them up and encour­aging them.

The disease of a downcast face

You see this disease in those glum and dour persons who think that to be serious you have to put on a face of melancholy and severity, and treat others­—es­pec­ially those we consider our inferi­ors­—with rigor, brusqu­eness and arrogance. In fact, a show of severity and sterile pessimism are frequently symptoms of fear and insecu­rity. A leader must make an effort to be courteous, serene, enthus­iastic and joyful, a person who transmits joy everywhere he goes. A happy heart radiates an infectious joy: it is immedi­ately evident! So a leader should never lose that joyful, humorous and even self-d­epr­ecating spirit which makes people amiable even in difficult situat­ions. How beneficial is a good dose of humor! …

The disease of hoarding

This occurs when a leader tries to fill an existe­ntial void in his or her heart by accumu­lating material goods, not out of need but only in order to feel secure. The fact is that we are not able to bring material goods with us when we leave this life, since “the winding sheet does not have pockets” and all our treasures will never be able to fill that void; instead, they will only make it deeper and more demanding. Accumu­lating goods only burdens and inexorably slows down the journey!

The disease of closed circles,

where belonging to a clique becomes more powerful than our shared identity. This disease too always begins with good intent­ions, but with the passing of time it enslaves its members and becomes a cancer which threatens the harmony of the organi­zation and causes immense evil, especially to those we treat as outsiders. “Friendly fire” from our fellow soldiers, is the most insidious danger. It is the evil which strikes from within. As it says in the bible, “Every kingdom divided against itself is laid waste.”

The disease of extrav­agance & self-e­xhi­bition

This happens when a leader turns his or her service into power, and uses that power for material gain, or to acquire even greater power. This is the disease of persons who insatiably try to accumulate power and to this end are ready to slander, defame and discredit others; who put themselves on display to show that they are more capable than others. This disease does great harm because it leads people to justify the use of any means whatsoever to attain their goal, often in the name of justice and transp­arency!