When Passion Builds Walls: Leading with Predictability

Reading time: 5 minutes

Many managers believe that being disruptive is the same as being a strong leader.

Just the other day, I had an interesting conversation with a production manager. The guy is ambitious. Extremely ambitious. The kind who lives for his work and treats his section or department as his personal territory. He feels that if there isn’t a little tension in the air, something isn’t right.

“Real leaders need to shake things up… and shake people up. If everything runs smoothly, it means people are sleeping at the wheel, especially in production,” he added proudly.

I see many operational managers, mostly men, who hold this belief. But something is missing from the equation. And that something is the difference between a leader and a professional provocateur.

Yes, when you push back forcefully, break the monotony with your tone and energy, or engage in nonstop debate, people become more attentive. But if you create constant noise, those around you will become defensive, even if what you’re saying has merit. And their defensiveness is exactly why they’ll build walls around you, both your own people and your peer managers.

You think agitation brings power, but in reality, it builds isolation.

Because true power doesn’t mean standing alone against the world. It means having the world beside you, in peace and clarity.

Passion” as a Tool for Exclusion—and for Creating Chaos

I’ve heard countless excuses for managers like these, and the most common is “passion”. "He’s just so passionate about his work”, that’s how it’s framed. 

You are the passionate one, the person who carries everything on your shoulders. You work hard, you put your heart into everything, and that becomes your identity. And, rightfully, you feel that no one else is as invested as you are. 

The problem arises when passion becomes the filter through which you judge everyone around you. Instead of bringing people closer, you start pushing them away without even realizing it.

When you’re truly invested, it’s easy to forget that people have different ways of showing commitment or signalling a willingness to collaborate. You begin to believe that anyone who doesn’t work like you simply doesn’t care. 

That mindset creates a tense environment, where any step that’s even slightly different or “wrong” becomes proof that others “aren’t keeping up”, “don’t understand the department” or “have no technical clue”.

I’ve met managers who, despite being praised by higher-ups for their total dedication, are avoided by their peers and subordinates precisely because their passion is so explosive. The result? Chaos and distrust. A place where managers stop listening to one another, each insisting that the other listens first. Some eventually withdraw discreetly, unable to understand the person they consider “difficult.”

It’s not your passion’s fault. It’s simply a sign that passion must be balanced with empathy. Without empathy, passion becomes a double-edged sword. 

You may be right, but your relationships will suffer. And you risk losing allies in the company.

Strategy Can Be Disruptive, But Not Your Leadership Style

Changing the rules of the game is sometimes necessary, even advisable in business. Yet many managers confuse a disruptive strategy with disruptive behaviour.

There’s a huge difference between introducing a bold, game-changing idea and walking into every meeting as the person who “always knows best”. Creating constant tension or systematically rejecting any external suggestion isn’t disruptive leadership. It’s just exhausting.

For example, proposing a strategy that cuts production time in half is disruptive and valuable. But if you constantly ignore the need for change coming from other departments and always argue in opposition, that isn’t disruptive or productive.

A good strategy doesn’t impose itself through aggression but through clarity, coherence, and the ability to make others believe in it.

Never forget that a manager’s role is predictability.

Management isn’t just about launching big ideas. It’s about creating stability and predictability, giving people confidence that the process and results will be exactly as promised.

Predictability isn’t boring. It’s the foundation of a solid team and consistent results. When people know what to expect, they are more willing to embrace even major changes.

Next time you feel the impulse to create tension, remember: your goal is to build through trust and predictability, not to be the loudest person in the room, but the clearest and most coherent.

How to Turn Your ‘Territory’ into a Predictable, Collaborative Space

It’s natural to defend your domain, especially when you’ve built something valuable. But if you become too defensive, any new idea will feel like a threat. The result? Isolation and stagnation.

What can you do concretely? Try short weekly meetings with your team where you openly ask, “What can we improve?”. Listen without interrupting.

Or when another manager proposes an idea that irritates you, take a quick pause and ask, “How would you see this implemented concretely?”. You’ll discover valuable perspectives, not threats.

Transform your department from a conflict zone into a construction zone. View requests as opportunities to contribute better to the company’s objectives.

Predictability and collaboration do not weaken you. On the contrary, they give you real clarity and strength.

Why It’s Important to Stay Collaborative Even When Your Ideas Are Disruptive

If you have an extraordinary idea that can be considered as disruptive, that doesn’t automatically mean your behaviour must be disruptive too. Sure, you may want to push change quickly, but if you don’t give your team room to understand and embrace the idea, it will never take hold.

The same principle applies when you have solid arguments against another manager’s proposal. If every conversation is filled with endless debates or quick rejections, there’s no space left for genuine collaboration or for your points to be heard and integrated.

A good idea becomes useless if the team or other managers refuse to adopt it because of the way it is presented. The result? You become a person with great ideas but no tangible outcomes.

What can you do in practice? Put yourself in others’ shoes. Explain not only what you’re proposing but also why it matters. Make others feel like part of the solution, not victims of your decision. Even that decision might be to not get along with the initial proposal. 

A leader who collaborates even when bringing major changes becomes more than just the originator of a good idea. He becomes someone who turns ordinary teams into groups that embrace change with confidence.

You Can Remain in Control and Collaborative at the Same Time

Sometimes all you need is a pause and the right question to see things differently. Coaching offers exactly that space: a moment to reevaluate your perspective without losing control.

In coaching, I often meet managers like you: strong, dedicated, and passionate, but also concerned with keeping their authority intact. The good news is you don’t have to give up what makes you powerful. On the contrary, coaching helps you use your strengths in a healthy, constructive way that others can accept.

Imagine finding a way to lead with clarity and firmness without building walls around yourself. Imagine presenting your radical ideas without losing your team or collaborators. Coaching doesn’t tell you to become someone else; it helps you become the best version of yourself: influential, respected, and collaborative. And that’s worth taking the first step.

So, if you are ready to take this first step, book your discovery call. No pressure, just a conversation around who you are in your collaborations and who you want to become. You bring the mindset. I’ll bring the mirror.

Share this article with a colleague who values growth. Remember, in management, strong and knowledgeable allies matter. If this resonates with you, you're already inviting powerful transformation into your leadership. I'm here to support your journey to mastery.

Until next time, keep thriving!

Alina Florea

Your Management Performance Coach 

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