In Part 1, we introduced the Human Disease – a pattern of behaviour that shows up in leadership through fear, control, and the pursuit of certainty in uncertain times.
But this isn’t a theoretical concept. It shows up in the everyday.
Especially in environments like the London Market—fast-paced, high-pressure, and success-oriented—where decisions need to be made quickly, and complexity is everywhere.
We see the Human Disease in the day-to-day, when well-intentioned leaders and organisations slip into patterns like:
– Making decisions in isolation, because involving others feels inefficient.
– Over-simplifying complexity, because uncertainty is uncomfortable.
– Rewarding predictability, even when creativity is what’s needed.
– Speaking about empowerment, while reinforcing control beneath the surface.
These aren’t malicious behaviours. They’re often instinctive—driven by the desire to deliver, to protect, to stay in control.
But the impact is real:
– Teams disengage—not because they’re disloyal, but because they feel unheard.
– Innovation slows—not from lack of ideas, but from lack of psychological safety.
– Strategy becomes reactive—not from lack of intelligence, but from lack of space to think.
At D3, we’ve worked with leaders across sectors who are wrestling with these dynamics.
They’re not ignoring the pressure—they’re absorbing it. Doing everything they can to lead well. But in systems that quietly reinforce outdated behaviours, even the most self-aware leaders can struggle to show up differently.
That’s why naming the Human Disease matters.
Not to point fingers—but to create space. To say, “This isn’t just you. This is a pattern. And you can choose something different.”
In Part 3, we’ll explore how the Human Disease shows up not just in systems—but in ourselves. Not just in loud behaviours—but in quiet doubts. And how something as common as imposter syndrome can keep us—and our teams—from leading at our full potential.
