Leadership is a risky proposition at the best of times. Those that “sign up” to be in leadership roles have agreed to take a lot on their backs and shoulders. Being a leader isn’t for everyone but if you have accepted the leadership challenge, then it is incumbent on you to embrace the role and be the best leader that you can be. Because I believe whole heartedly in developing and supporting leaders, a significant chunk of my blog is devoted to helping leaders become better at what they do. Often what I share is based on lessons learned in my job, my career, my experiences and discussions with others.
One of the big pitfalls I have seen leaders fall into (often newer leaders, but not always) is that in their exuberance to want to “make a difference” they often over promise and under deliver. Now, my experience has been that that is done with the best of intentions. Meaning, in their role as a leader, they want to effect change, make their imprint on things and do things better for their team/department/organization. Often when they are new to their environment, their excitement and enthusiasm to “improve things” gets the better of them as they try and change everything in the near term.
The danger here is that these leaders bring a sense of great hope with them. For example, a department has been run for years by someone with a micromanaging style with no vision for the future and no focus on developing talent. This person is then replaced with a new leader, one who brings an exciting vision for the future and a renewed employee focus. The employees get excited, energized and (re) engaged. There is optimism and hope abound. The leader asks for their trust and faith to be placed in him/her as they change the way things were. Promises are made and expectations are set. Then…the bubble bursts.
Often these new team/departmental/organizational leaders do not have the actual autonomy and authority to make the promises (changes) that they have articulated to their staff. They had the best of intentions but ran into some form of bureaucracy, or senior management control. Worse yet, they have run into the oversight of a Board of Directors that refuses to take a hit (read: investment) to their near term cash flow in order to make the company even better longer term. The end result – the new leader is now compromised in their role after having rolled out a platform of hope.
Now, the struggle is that the employees are told formally or informally that all those promises that were made now need to be tempered. The danger is that this often results in cynicism at best, disengagement at worst. You can almost feel and hear the collective “here we go again” emanate from the staff.
So, my advice for new leaders in that type of situation is to make sure you have a clear understanding of your operating boundaries and parameters before you make promises to employees. Better yet, the old adage of control the controllable’s best applies when first starting out with a new team. That is, promises of things like, better communication, regular coaching, more rigor around quality control, etc. will get you more traction. Employees aren’t looking for the sun, the moon and the stars from you when you first come out of the gate as a new leader. BUT, if you promise that to them, you better be able to deliver. As always, I welcome your comments and feedback.
Picture courtesy of vimeo.com
Filed under: Uncategorized | Tagged: authority, autonomy, communication, employee engagement, employee relations, human resources, human resources blogs, leadership, leadership qualities, Scott Boulton, The Armchair HR Manager | Leave a comment »