Thursday, August 31, 2017

Taking Stock: Leadership Credibility



This week's blog will help you take a good hard look in the performance mirror and take steps toward becoming the kind of leader people remember....in a good way. What are your leadership goals and challenges? Where should you focus your development? Where are your blind spots?

Finding the answers to these weighty questions must begin with self-examination but then be tested by seeking outside perspective - discovering who we are in the eyes of others. Let your employees hold up the mirror and you may be surprised by what you see. Blind spots are our stumbling blocks, our bad habits that hold us back from being the kind of leader we aspire to be. Resolve to take a risk and learn how to lead from the ones who matter most – those following you.

There are many ways to help your employees open up and share their insight, some more formal like employee surveys, and some informal like an end-of-year leadership performance review. Yes, you read right, it's time to give your employee's a turn to review your performance and provide written and verbal feedback on your key leadership competencies.

Consider the following behaviors that crush leadership credibility and employee motivation (trends uncovered through employee focus groups and surveys across industries and levels):

Lack of direct feedback - Telling others about the person or saying nothing at all.
Common employee complaint: “You can tell they are unhappy with me but won’t talk to me directly about it”

Solitary decision making - Making decisions that impact others without soliciting their feedback.
Common employee complaint: “This directly affected my job but they didn’t think it was important enough to ask me what I think”

Talking out of both sides of your mouth - Being hypocritical, contradictory or overly political.
Common employee complaint: “Mixed messages”

Forgetfulness - Forgetting conversations and instructions given. Poor listening skills. Common employee complaint: “I have to take notes just to be sure I can prove later we had this conversation”

Unpredictable/Reactive - Crisis mentality, often adopting the reactions of others. 
Common employee complaint: “We’re headed one direction today, we’ll be headed the opposite direction tomorrow”

Fairweather boss - A fan one minute, a critic the next.
Common employee complaint: “You have their support until it becomes unpopular”

Unrealistic or assumed expectations - Expecting others to possess the same work ethic or assuming unspoken expectations will be met.
Common employee complaint: “I failed at something I didn’t even know I was being evaluated on and never got the chance to discuss it”

Not understanding their employee’s jobs - Assuming credibility can be earned without understanding the inner workings of the team.
Common employee complaint: “If they had any idea what we do they would make better decisions instead of making our jobs harder”

Breaking promises/poor follow through - Unreliability in all its ugly incarnations. Common employee complaint: “They hold us accountable but when it comes to them there are always exceptions and excuses”

Leadership behaviors that build credibility and employee motivation:


         Getting your hands dirty; working WITH them

         Assuming the best and delaying judgment

         Reliability in word and deed

         Soliciting their input in brainstorming and problem solving

         Challenging them to think outside their job description

         Taking a genuine interest in employees as individuals

         Delegating learning opportunities, not just problems

         Laughing at yourself and fessing up when you blow it

         Encouraging creativity

         Giving others the freedom to “fail forward”

         Operating from a hope of success rather than a fear of failure

         Asking “how am I doing?”

You can make great strides toward becoming the kind of leader you most admire. The first step is moving out of your comfort zone and asking for feedback on how others see you modeling these behaviors. Learning about how others perceive you will reveal ways you can be more effective and is surprisingly liberating.

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