The world of work, and leadership in particular, is an interesting place. So many experts, confident souls, and buried among them...real pros.
What I find most curious are those leaders who profess to be so good at everything they touch that they can do no wrong.
Ever.
Good at Something
To be fair, we're typically good at 'something'...whether or not that happens to align with our jobs is a totally different matter. For the most part however, everyone brings something to the game.
Where I run into trouble myself; and, see others struggle, is when the belief that we are the smartest people in the room becomes our reality. That is dangerous territory, filled with over inflated egos, arrogance, and a lack of credibility.
I've been there from time-to-time...and I hate it. It's quite embarrassing actually. Fortunately those moments are the exception not the rule. For others though...it is a way of life.
How About You
What do you do about those leaders in your organization that are "just so darn smart" that they've alienated those around them? Do they realize they are not even a one-trick pony? How can we support them so they can be a legitimate member of the team going forward?
I'd love to hear from you.
No Excuses.
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There is only one sport where every player contributes during every game. Not football with their 50+ man rosters; and not baseball with their 20+ man squads; and certainly not basketball with the last three players on the bench looking as fresh in their warm ups at the end of the game as they did during the pre-game speech.
Only one sport requires each player to participate in every game and go as hard as they possibly can each shift...
Read my full post over at Performance I Create...
Much is written about "good" leaders and "bad" leaders with myriad examples of both behaviors. I believe there continues to be a need for this discussion because there is far too little of the former, and sadly an excess of the latter.
I'm No Expert
One of the unique perspectives that human resources professionals have in their organizations is that we see 100% of the problems. (Or at least the ones that become big enough to have to deal with.) That doesn't mean we are experts in leadership; it does however give us an insider's view of woefully ineffective leadership styles. Over time we learn what works with employees and what doesn't.
"The challenge for HR leaders is how to coach and support other leaders in the organization when those leaders are convinced their approach is on target, when in fact they are failing in the eyes of their employees and they don't even know it."
But HR Knows A Lot
In the end I'm convinced any HR leader worth a damn is going to step up and have the hard conversations with other leaders in their organization. Not only is it the right thing to do, it's absolutely essential particularly when you have a strong connection with the other person. Work, and leadership, is driven by relationships not tasks. Tasks change all the time, but the strength of a good working relationship can power through any bumps along the road of work.
How About You
What action do you take when you see a leader struggling? Do you take a deep breath and dive in with both feet? Or, do you run scared and hope that a policy needs to be updated just at that very moment?
I'd love to hear from you.
No Excuses.
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