A Tale of Lancers

In writing there are a number of techniques authors use as mechanisms to drive the story forward and give readers signposts of what is to come. For example; the evil empire trope often leans into our collective conscious depiction of the far right, of jack booted thugs, surveillance states, secret police and sometimes even overt facism. What this says to the reader is that they should be prepared for the characters in this group to act in an overtly evil and controlling manner. Another good one to watch out for is the Heroes Journey with the addition of a mentor. A lowly character from a relatively one dimensional background (Luke Skywalker, Harry Potter, Frodo, Eragon) is thrust into the plot with some older mentor character to bring them up to speed for the purposes of the plot, the mentor watches them grow and prepares them for the future “big task” ahead. This preparation and mentor relationship is then sign posting to the reader that this mentor is inevitably going to die, signalling the characters ability to make the jump to their next stage of growth. Tropes exist for a reason, they are familiar story beats that allow readers to contextualize themselves on what to expect next . What I am writing about here is a character trope that feels like it jumps off the page given how often I have seen it play out in real life and how useful I think it is for managers to study. It is the trope of the “Lancer” team member. Classically speaking, the Lancer’s purpose in the story is to act as the primary foil to the main leader or even an entire team. More often than not they challenge the leader plans or beliefs, overly confident in the correctness of their own plan or convictions. In many stories the Lancer is either the main antagonist, an antagonist turned ally or the leaders staunchest ally. A good example of this in recent times is Captain America and Ironman where both characters have passed through all of these stages. Why I enjoy this trope is that I have seen the it play out many times within my own teams or those adjacent to mine, with the relationship between leadership and the Lancer having fallen across the entire spectrum, to amazing or disastrous results. Especially in the world of technology where strong opinions abound, I am sure everyone knows at least one Lancer. So, what do you do when you have a Lancer in your team? Lancers have strong ideas and strong convictions on the best course of action to given situations. This makes them dangerous if not handled correctly as they can cause discord in the team if they feel like they aren’t being heard or taken seriously. Sometimes going off on their own, as they are so confident that leadership is wrong that they want to get the job done within the bounds of their world view and will go rogue to achieve their task. People however, are not perfect tropes, they have their own motives and humans are inherently irrational, meaning there is not a perfect Lancer and as such there is not a perfect playbook to handle them. Instead, I'll share some mistakes I've made—along with those I've seen from other leaders—and use them as learning points: - Investment is more valuable than apathy. A team member who cares enough to challenge your thinking and push you to develop your ideas is far more valuable than a team of yes-men who follow plans blindly, even if it takes more time. - Having a Lancer is not a threat to the leaders authority if handled correctly, they are a rare resource to be nurtured and directed to the right outcomes. - Lancers want to make a big impact. Without the right context and proper checks and balances, they can cause more harm than good in their rush to act. They need clarity and some level of agency—but with guardrails. If they want to prove their idea, give them the space to do so within the team structure and project needs. This approach forces them to slow down, assess their thinking critically, and collaborate more with the wider team. Lancers often operate as lone wolves. They need collaboration and critical thinking—with the right information—integrated into their process. - Having a Lancer should not feel combative. Too often, if the relationship is left unmanaged for too long, it becomes "us versus them" which only harms the wider team. Leadership needs to practice tactical empathy with the Lancer early on to understand their motives - Team relationships need as much care as work allocations. A Lancer requires special attention—their outspoken nature means their impact on team dynamics is significant. Manage this relationship early to set the right tone and build rapport between leadership and the Lancer, as well as between the Lancer and the team. An unclear leadership structure or source of truth will create problems down the line. Managing a Lancer is not an administrative task; it is a check on your own ego. It is easy to lead a team that agrees with you, but it is rarely transformative. Lancers force you to justify your "why," to sharpen your logic, and to prove that your leadership. This isn’t easy, it is time consuming and fraught with potential frictions, but it is not a waste of time, it is a path to growth for all of you. So, when you identify the Lancer in your ranks, don't look for ways to silence them. Look for ways to serve them, guide them, and integrate them. A Lancer without a leader is a loose cannon, but a Leader without a Lancer can be living in dangerous comfort.