I have come to realize that leadership is continuous growth and refinement. To be an impactful leader, I consistently strive to cultivate positive leadership traits. It's crucial to identify and eliminate the habits that detract from my effectiveness. These ingrained unconscious behaviors undermine my best intentions and hinder my ability to coach, lead, manage, motivate, and guide teams. Join me in exploring some common leadership pitfalls and offering strategies for breaking free.
The article linked below inspired today’s post.
Identifying the Culprits: Common Leadership Habits to Ditch
Micromanaging: We all understand that attention to detail is important. Many of us had a path to leadership, which included our level of expertise in our area of operational delivery. At one time, I believed those around me who would tell me how good I was. This led me to believe that my way of doing things was the best, and in some cases, the only way to get it done. I was quick to tell others how to do things, what sequence of operations, and many other aspects that I had in my toolkit. As I gained leadership experience, through reading new material and the “School of Hard Knocks”, I learned that excessive control stifles creativity, diminishes team ownership, stunts professional and intellectual growth, and breeds resentment. It signals a lack of trust and ultimately hinders productivity. Also, if I wanted to position myself for success in my leadership role, I had to trust those professionals whom I hired to do the job they are qualified to do.
Avoiding Difficult Conversations: I do not know of a good leader who enjoys difficult conversations. Confrontation can be uncomfortable, but avoiding these discussions about performance, conflict, or difficult decisions only allows problems to fester and erode trust. It is critical to get ahead of situations with a caring, honest conversation to provide guidance and correction when necessary. I found that sometimes I cannot share details behind tough decisions, but I still need to have the conversations to help ensure wrong conclusions are not drawn. Another aspect of difficult conversations is that the team knows when you are allowing bad behavior. If I do not nip that in the bud, the team will start to perform at the level of the lowest acceptable behavior, motivation will wane quickly.
Lack of Active Listening: I need to be clearly and intentionally listening to and understanding my subordinate's perspectives, which is essential for effective communication and building strong relationships. By being intentional about listening, confirming what I am hearing, and showing that I am understanding, I am building trust. Trust is arguably the most important aspect in strong leader/follower relationships. If I am only pretending to listen while formulating my response is a common trap that will quickly undermine the team’s trust and respect.
Making Assumptions: There is a humorous line that I picked up, that says something to the effect that, “if I were not jumping to conclusions, I would not get any exercise at all”. Jumping to conclusions without gathering all the facts leads to miscommunication, poor decisions, and will damage any relationship you have. This will quickly break down trust and confidence among team members. A common theme among many leadership books, articles, and teachings is the need for trust. Another way to label this idea of building trust is the idea of “Leadership Capital”. The linked article will help us understand the ins and outs of Leadership Capital. When conversing or seeking clarification, always ask inquisitive questions, seek to understand motivations and conflicting priorities before making assumptions. There are often 2 sides to a story, and the truth lies somewhere between them. As a leader, I must seek the truth before drawing conclusions.
Playing Favorites: Treating team members differently based on personal preferences creates a toxic environment of resentment and distrust. Everyone has their strengths, and it is my job as a leader to help weave those strengths together within the team. Fairness, balance, and impartiality are cornerstones of effective leadership.
Resisting Feedback: I must receive feedback. When I have been unwilling to do so, it demonstrated a lack of self-awareness and hindered the team’s growth as well as their ability to thrive. Embrace feedback, even when it's difficult to hear, as an opportunity for learning and improvement. When we do this openly, we model an example for our teams. Consider how difficult it might be for someone to give you that feedback. They may feel as though their job is on the line if they are honest. Don’t let that be the case.
Failing to Delegate Effectively: This runs parallel to the Micromanaging piece. A key responsibility I have is to help my subordinates grow. I need to be consistently mentoring my replacement. When I hoard tasks and refuse to delegate, not only am I overburdened, but it also prevents team members from developing new skills and taking ownership. Effective delegation empowers our team and frees us to focus on strategic priorities.
Neglecting Recognition and Appreciation: Failing to specifically, promptly, and clearly acknowledge and appreciate your team's contributions can lead to demotivation, decreased morale, and even attrition. Be strategic and careful about this. Take a look at this article about “Variable-Ratio Scheduled Characteristics and Examples”; it may help you understand how to best show your appreciation. Some people like public recognition, while others are more private. Know your team. Regularly (but not in a predictable pattern), appropriately express gratitude and celebrate successes, both big and small.
Communicating Poorly: A Commander's Intent in leadership involves explaining the "why" behind a task, empowering subordinates to act with initiative and adapt to changing circumstances, and ensuring alignment with the overall goal. It's a leadership principle that promotes clear communication and allows for decentralized decision-making within defined parameters. Vague, inconsistent, or passive-aggressive communication around policies, goals, direction, and targeted results creates confusion, distrust, and inefficiency. Strive for clear, concise, and transparent communication in all your interactions.
Breaking Free: Strategies for Change
Self-Reflection: Regularly reflect on your own goals, growth, and leadership style. Identify areas where you can improve. Actively seek feedback from trusted colleagues, mentors, or even your team members. Pick up a good leadership book. I would be happy to make recommendations if you like, just email me at todd@toddrthomsen.com. Avoid emotional reactions as the primary influence when considering adjustments that could improve your leadership.
Practice Active Listening: Focus fully on what the other person is saying, both verbally and nonverbally. Ask clarifying questions and summarize their points to ensure understanding. Avoid getting defensive.
Conscious Awareness: Take time each day to be in quiet thoughts and ponderings. Pay attention to your behaviors. Identify the triggers that lead to your less effective habits. Is it a quickening of your heartbeat or a knot forming in your gut? Once you're aware of these triggers, you can develop strategies for managing and overcoming them.
Accountability: Hold yourself accountable for your actions and be willing to admit your mistakes. Consider allowing a cohort or your direct leader to privately hold you accountable as well. This builds trust and demonstrates integrity.
Develop New Habits: There is a Biblical principle that teaches us to put off our old self and replace it with something better. Just removing an old habit rarely works as desired. When we replace our negative habits with positive ones, we have a greater opportunity for success. For example, instead of micromanaging, focus on empowering your team through clear expectations and regular check-ins.
Seek Support: It can be helpful to get outside help. Consider seeking support from a coach, mentor, or therapist. They are often more separated from the scenarios and often see more clearly. They can provide valuable insights and guidance as you work to break free from your less effective habits.
The Reward: More Effective Leadership
Many studies indicate that the most likely reason for team members to quit or leave is poor leadership. As a direct leader over your team, you have a bigger influence on the daily experience of your team than the Corporate Culture statement or the C-Suite ever will. Breaking these bad habits isn't easy, but the rewards are significant. By eliminating these common behaviors, you'll become a more effective leader, capable of inspiring your team, fostering a positive work environment, and helping the team achieve greater success. It's an unrelenting process, and the journey towards self-improvement is well worth the effort.
