![]() ![]() ![]() Ineffective leadership behaviors erode performance and well-being for organizations and their members.Īmir’s initial analysis of the problem with his team leader was this: Tatiana resists implementing changes he has introduced, fails to hold her team members accountable for implementing changes, doesn’t take initiative, is overly reliant on Amir for direction to move forward, and thwarts his progress on strategic work by interrupting him frequently throughout the workday for guidance.As a result, they often misdiagnose the situation, go astray in their search for solutions, and default to ineffective behaviors. Managers often operate under misguided assumptions about leadership and don’t appreciate their own contribution to the difficulties they experience.Without clearly communicating what effective leadership looks like in practice, valuing it, and providing structured opportunities to get better at it, they contribute to the gap between leaders’ actual and potential effectiveness. They also fail to prioritize effective leadership in their reward systems and culture. Many organizations fall short in filling this gap with the training and coaching needed to develop technical or functional experts into skilled leaders.They struggle to inspire, coach, co-create, and build commitment to a shared vision and to strengthen ownership and accountability in their teams. People get promoted into leadership roles because of technical or functional skills and expertise that enable them to perform well in their technical domain, but that don’t translate into effective leadership.Here’s the underlying problem, which I’ve observed over 20 years of coaching and training leaders: In this, Amir is like hundreds of other leaders with whom I’ve worked. But his mastery at solving technical challenges contrasts sharply with the consternation he sometimes experiences in the face of people management challenges. With two decades of relevant experience and a sharp analytical mind, Amir is well qualified for his job. This struggle consumed his time and energy and held back the rollout of his strategy. While Amir believes he clearly explained the changes he wanted her to make, Tatiana ignored his directives and continued to run things the same way. But he couldn’t seem to get on the same page with Tatiana*, a key team leader. Six months into his new role as manager, he had identified opportunities to increase efficiency and transparency and developed a strategy and plan for implementing changes. Take my coaching client Amir*, the head of supply-chain management for an international humanitarian organization. If you don’t learn these skills, you’ll likely end up underperforming and feeling frustrated. But being in management requires an entirely new set of skills. This is because advancing in one’s career typically means moving into management, even if your area of expertise is unrelated to managing people. In most organizations, technical experts who perform well will eventually be asked to lead a team and to deliver results through that team. ![]()
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