Focal Leadership

Leadership

3 reasons why some leaders can’t manage

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leader-manager

Why is it that some leaders can’t manage? Does it matter if you are a leader or a manager? Leaders or managers? There are many distinctions between these two:

  • Leaders do the right things, managers do things right
  • Leaders create vision, managers define tasks
  • Leaders disrupt, managers stabilize
  • Leaders influence, managers implement
  • And so on ….

The distinctions above are never quite as binary as they appear. Many organizations have an aspiration to promote the best people to the most important roles. This is the obvious thing to do to be successful. Why is it then that some senior leaders, or it could be many of them, are not great at managing others? Given that influence and role modelling are so powerful, shouldn’t leaders also be great at managing people? To be pedantic, we could say “leading others”, but that would just be a play on words. How many leaders are excellent at spending time with their direct reports, maximizing their potential, coaching them to be better, listening to them, giving them career advice, and knowing what challenges they are facing in their roles? What reasons get in the way of this? There are three areas of deficiency that lie at the heart of this:

  1. Time
    The pace of organizational demands can be suffocating. Achieving targets can be overwhelming. Responding to others can be never-ending. Many leaders are simply starved of time, or don’t prioritize the management of others to do it well. Trying to fit in monthly one-on-one meetings with direct reports is nigh on impossible. Should it be an hour, 30 minutes, every two-months, or even on-demand. Afterall, good people can manage themselves, can’t they? Leaders who don’t prioritize the people who work for them are simply victims of the stranglehold of the clock. Working through others is always more impactful than maximizing your own capacity. Leaders who miss the opportunity to spend time with their direct reports are missing the point. Motivating them, inspiring them, rewarding them, and engaging them are all essential to get the best out of others. Leaders who don’t dedicate time to managing others are undermining their own effectiveness as well as reducing the power of the collective organization to deliver.
  2. Skill
    Some would say that leaders don’t need to be good at managing others because they’re doing something more important, i.e. leading from the front. Of course, the other key component to leadership is followership. Being great at leadership, but lousy at winning the hearts and minds of those who follow isn’t an equation that works well. Being able to listen, understand, and empathize with others takes time and skill. Some leaders simply don’t have the skills to manage well. They might be excellent at leading the line in generating business and be fabulous at delivering results. But doing this over time, without supporting the needs of your own employees, will not result in organizational health. Leaders, for whom management responsibilities don’t come naturally, need to apply themselves more intentionally, leverage other people’s skills, and be very honest about their own limitations. Leaders often have the capacity to also be effective managers. Acknowledging a skill deficit and getting some personal development might dent their pride, but it will benefit their employees.
  3. Will
    Some leaders just aren’t motivated to manage other people. They are rewarded primarily for the business they generate and the numbers they achieve. The price of not managing others well simply isn’t meaningful enough to inspire them to be different. Bonuses are paid out on 90% financials, and 10% the rest. Creating a vibrant culture of connected and challenged people isn’t in the top 5 of some leader’s priorities. They may list it there when conducting off-site team workshops, but in their own minds it’s a nice-to-have. They don’t wake up with a focus on getting the best out of others. Every now and then they may have a twinge of acceptance that this is important, but by 9:00 am it’s gone. Facing up to personal priorities and motivation is not just the domain of others going through development programs, it’s a wake-up call for all leaders.

Managing others is often relegated to second place to providing leadership. Maybe it’s time to bring it up to joint first place!

5 reasons why you should consider a career change

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career change

January is often a month when people consider a career change. The start of a new calendar year is frequently the time when many things are re-evaluated, including careers. Personally, the other time I have often pondered career changes is when I am lying in the sun on vacation.

There are many people who have long tenure with the same employer and are very fulfilled in their career. There are many more however who find their current role is less than perfect. So why consider a change when you have a stable job which pays a salary and provides benefits already?

  1. Your happiness
    So many people are miserable in their current job. There are many others are who are just indifferent. They get the same train, at the same time, eat the same lunch, do the same things, and then get the same train home again.
    You owe it to yourself and those around you to be happy. Your job plays a big part in that. You can be happy in your job! So, if what you are currently doing isn’t adding to your happiness, consider a change. There are so many choices. Take stock of what you are good at, passionate about, and find fulfilling. You may need to invest in your education, change location, or temporarily lower your compensation. But find a job that leaves you feeling excited on a Sunday evening rather than anxious.

  2. Your potential
    Are you capable of more than your current role provides opportunity for? Do you have skills and drive that are unfulfilled? Many people have the capacity to do more or contribute differently. Sometimes organizations and managers don’t commit the time to develop or recognize potential. So, do it yourself. Take an honest look at what you have achieved and what you would love to achieve in the future. Maybe talk it over with an objective coach or confidant.
    One of the keys to a happy career is when your potential is fulfilled. Don’t settle for job that extracts energy, wisdom, and commitment from you, but doesn’t repay you with expanding horizons and fulfilling opportunities.

  3. Your worth
    There are many studies which suggest compensation isn’t a big reason for career change. But if you aren’t being compensated well for your contribution, you need to consider your value. Some employers don’t study the impact of their compensation strategies on employees and let them fall behind in competitiveness. If you are adding considerable value to your company in addition to your core role, maybe you are worth more to someone else. If you find yourself adding strategic innovation, taking on extra projects, or tackling issues that more senior colleagues would find challenging, maybe a change is warranted. Companies who fail to recognize the value of their employees as critical contributors are likely to lose them.

  4. Your circumstances
    Changes in life’s circumstances can often trigger thoughts about career change. Whether those changes are domestic, financial, or geographical, you should seriously consider your career options. It might be the thought of saving more, having more flexibility, or being warmer all year round, that triggers the thought of a change.
    Taking stock of how your job fits your lifestyle is a good enough reason to consider if there is a better choice than just sticking with your current role.

  5. Your future
    We spend so many hours at work. And people are increasingly working until they are older. Think about the duration of your working life when you are considering your career. Maybe a change will provide you better options in the future. Don’t get stuck in a rut without having the courage to plan for a great future for yourself. You are the one who needs to take control of this – others don’t care as much about your future as you should.

A career is more than a job. It’s how you spend eight or more hours a day doing something that should mean something significant to you and others. Take the opportunity to reflect on your career and then have the courage to consider a change that you will look back on as a smart choice!

The interim leader as coach and mentor

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leader shadow

A major component of what an interim leader brings to clients is his or her expertise as a coach and mentor. In fact, the likelihood that the interim will become a coach or a mentor to leaders in the client organization is high. In their book The Interim Manager, Clutterbuck and Dearlove describe how some companies “explicitly state that part of the interim manager’s brief should be to use his or her experience to ‘mentor’ more junior managers.” Incumbent leaders realize quickly that they can tap into an interim’s wealth of experience, wisdom, and insight.

Often an interim’s role as a coach to client leaders happens as a spin-off to their core assignment. For example, this is a reference provided by an interim’s client: “His authenticity and integrity were an important supporting element in his effectiveness within and beyond the team. He is a very skilled and supportive coach and brings expertise resource to members of the team. He was continually sought out for support and input by many on a regular basis, including me.”  Such contributions are a regular occurrence for an interim.

An interim leader has experience in a wide range of organizations, cultures, and sectors, and brings deep insight. An interim has been immersed in leadership challenges and knows what works and what doesn’t. An interim may coach a client to make significant professional changes and chart a voyage of self-discovery, as well as offering them organizational advice, ideas, and solutions. An interim leader is a versatile, culturally tuned coach with many tools in his or her toolkit. As well as gaining the expertise for which they hired the interim, client organizations and leaders also get a senior business counsellor who adds value to the team. An interim’s contribution is rich in depth as well as breadth.

The best coaches have high emotional intelligence – a well-developed awareness of their personal, inter-personal, and contextual emotional connection with those around them. An interim’s high-EQ coaching ability derives from a mixture of personality, experience, maturity, and the virtues that set him or her apart as a transformational leader. An interim leader often develops his or her coaching prowess through time, however this may not be directly associated with an interim’s age.  As Russell and Daniell point out in Interim Management: “Interim managers must of course be experienced but they must also have demonstrable track record of success and achievement and that need not come with age.” As an interim develops his or her craft during years of varying assignments, the interim is exposed to situations that further develop an interim’s expertise as an emotionally intelligent coach.

In Everyone Needs a Mentor, David Clutterbuck discusses the fact that mentors exercise four styles of behavior to help others learn – stretching, directive, non-directive, and nurturing.  An interim rarely trains to be a professional mentor, but an interim’s experience lends itself readily to this role and adds value to the client.

An interim leader typically offers mentoring support as an informal spin-off of their contribution, rather than as part of a formal assignment or mentoring program that may be offered in a client organization. The interim’s relationships with senior leaders and executives often means that the interim can be a “listening ear” to these leaders. Clutterbuck discusses this aspect of executive mentoring and goes on to say, “To be effective, professional mentors have to have a broad knowledge and exposure to business direction, to the patterns of senior management thinking and behavior.” An interim has often worked as a senior leader and with senior leaders while tackling significant organizational challenges; given this deep and varied experience an interim is an effective mentor.

There is often a significant overlap between an interim’s contracted accountabilities and providing coaching and mentoring support to clients. For example, a CEO may ask an interim leader for feedback on the impact that members of the board are having on the organization. Depending on the challenges the CEO is facing with the board members, the interim’s response may broaden into senior-level coaching and mentoring, giving advice on succession planning, culture building, and resourcing. As a versatile, experienced coach and mentor, particularly to senior leadership, an interim leader is of tremendous value in instances of broad organizational dynamics.

Kouzes and Posner discuss the virtue of “strengthening others” in The Leadership Challenge. Because an interim leader has such a rich and diverse career of doing just that, the interim’s ability to coach and mentor others to strengthen those around them is of great value to client organizations, leaders, and teams.

Rise of the Gig Leaders provides a detailed analysis of interim leadership. Please check-out the YouTube link as an introduction to the book https://youtu.be/iHMesdPFbro  

SMART leadership re-focused

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SMART leadership has been underpinned by the traditional definition of setting SMART goals (both for self, others, and the organization) …. Specific, Measurable, Achievable, Relevant, Timebound. Or – defining work, how to deliver it, understanding resource requirements, aligning to strategy, and focusing on targets. Of course, leadership is a vast topic and there are many other ways of defining it, e.g. values, competencies, traits, etc. For the purposes to sticking with a familiar mnemonic, a re-focus of SMART is suggested for critical aspects of leadership.

Self-aware

Most research suggests that self-awareness is critical for great leadership. Being secure in knowing strengths and development areas requires considered reflection, insight, feedback, and an open mind. Leadership presence is more than charisma, it is displaying authentic, honest, and vulnerable traits which make a distinct impression. Knowing oneself and being know by others is the sweet spot for a leader who others will follow. Being self-aware enables a leader to be comfortable in their own skin, to be believable, and exemplifying integrity.

Motivated

A leader with energy, purpose, and focus, is personally motivated and motivating to others. Often leaders need to discover their own passion through personal journeys before they really come alive. For some, transitioning from college into a well-defined career is straightforward. For others, leading through repeated transitions is what fuels their motivation. Leaders are very different, but it is critical to find the field and direction that provides deep fulfilment and inspiration. A motivated leader builds enthusiasm and commitment in others, as well as having personal drive.

Agile

Everyone knows that change is constant. For leaders, developing learning agility is essential. This is defined as the ability and willingness to learn from experience and subsequently apply these lessons in new or first-time situations. Being agile in breadth and/or depth of applying learning is the mark of a leader who can roll with the punches of organizational reality. Leaders who learn from experience and use that learning to make better decisions and wiser judgments inspire followers. Another aspect of agility is to be able to flex leadership responses when faced with diverse situations. A leader needs to demonstrate self-awareness as well as a mature ability to practice different approaches in leadership style.

Resilient

Pressure to perform, lead others, and juggling a plethora of organizational challenges is the life of a leader. How to recharge, maintain composure, and build leadership muscle, are secrets that many seek. The need for leaders to maintain energy and stamina is important. A leader needs to learn how to lean on others, develop personal techniques for recharging, and demonstrate an ability to bounce back from setbacks. For each leader this learning will be different. Some are blessed with stamina and others thrive on short bursts of making an impact. Whatever the leadership style, resilience is needed to keep moving forwards and bring others along.

Teachable

Being curious, willing to learn, and constantly expanding horizons, are essential leadership traits. A recent quote from a senior leader eludes to this: “if you refer to events more than 5 years ago when asked about your career journey, you are not focused on continuous improvement.” A leader needs to build an appetite for learning, use time constructively, and engage with others in a network that stimulates learning. A leader can never stop exploring or seeking out others who can expand knowledge and experience – to do so would mean stagnation.

Being a SMART leader, according to the definition above, is not just desirable but essential to be a leader who others will delight to follow. For insight into a specific genre of SMART leaders, Rise of the Gig Leaders provides a detailed analysis of interim leadership. Please check-out the YouTube link as an introduction to the book https://youtu.be/iHMesdPFbro  

The interim leader as a change leader

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Being a change leader is not only an area of deep capability for an interim leader, it is an area of significant comfort. An interim understands change perhaps more than most leaders because of the interim’s repeated confrontations with it on the front line. The speed at which an interim is able to deliver results is a product of the interim’s experience, confidence, and resilience. An interim prefers to be the agent of change, not the subject of change. Charles Handy, in The Age of Unreason, cites “discontinuous upside-down thinking” as the way a dynamic leader impacts our changing world.  An interim leader loves to play in this sand-pit of chaos and change!

In Built to Last Collins and Porras discuss the concept of alignment; in their view, companies transform themselves into visionary companies through two key alignment processes:

1) developing new alignments to preserve the core and stimulate progress

2) eliminating misalignments that drive an organization away from its core ideology and those that impede progress toward the envisioned future

Both alignment processes are fertile ground for an interim leader. An interim is adept at managing alignment. The Confederation of British Industry states in their business guide, Interim Executive Management, “Interims are hungry for the challenge of changing the state of things and know they can do it because they have successfully done so on many occasions.”

An interim’s raison d’être is to accelerate the pace of change. If an interim can deliver on his or her accountabilities as part of organizational change then the interim will leave a legacy of value and transformation. If the interim encounters an organizational culture that is blocked by obstacles, whether the result of hierarchies, budget, or other constraints, the interim’s effectiveness and energy will lose momentum. However, since an interim has a short-term tenure with an organization, he or she often has more license than a long-term employee to navigate and challenge norms. An interim does this with an authentic interest in the organization’s growth.

When leading change an interim leader often presents a client with alternative scenarios. This process of providing clients with options helps an interim achieve buy-in for proposed changes. This is especially important when an interim delivers change at a rapid pace. An interim uses comprehensive stakeholder management to help engage support for change. Speed of change is a familiar concept for an interim. An interim is not rattled when riding the change-curve roller coaster and is unlikely to be perturbed when projects lurch in different directions. An interim’s ability to react quickly and change course, even in the face of uncertainty and shifting horizons, is an essential part of the interim’s tool kit as a change leader.

Often an interim is responsible for moving the dial to deliver a change program within a short timeframe. An interim may not be with the organization long enough to fully see the change project’s entire implementation. An interim may however be required to design processes to embed change over this longer time period and has a responsibility to leave a legacy of significant value. In many ways this is more challenging for an interim than delivering the original change project under short time pressures. To create processes to successfully embed change, an interim needs to anticipate all the variables in the organization, processes, and people to create the best conditions for successful implementation—without having the opportunity to course-correct in real time. As Robert Schaffer notes in High Impact Consulting, “Management consultants must be more than experts in their field. They must serve as effective change agents and share accountability with their clients for the ultimate outcome of their consulting projects.”

The Confederation of British Industry discusses the role of interims as change leaders in their business guide, Interim Executive Management: “Clients have found that interims are an effective strategic weapon to gain competitive advantage, through rapid and lasting change. They bring a refreshing degree of objectivity and prove excellent at building and leading internal teams and managing external suppliers – including consultants. Changes introduced in this way are far more resilient than those created and imposed by an outside agency.” It is no surprise that an interim leader shows his or her effectiveness when designing, leading, and implementing change programs for clients.

For more information, Rise of the Gig Leaders provides a detailed analysis of interim leadership. Please check-out the YouTube link as an introduction to the book https://youtu.be/iHMesdPFbro