4 Biggest Weaknesses of Great Leaders...P.S. It's Not What You Think!

by blogadmin 27. August 2018 05:04

 

Carol Helsel | HR & Recruiting Edtion | August 28, 2018

You are a leader of a growing organization on the verge of huge success! You are close. You can feel it. Yet, you're not quite there. You scratch your head puzzled by what's missing. After all, you are a really good leader which is why your business is where it's at, right? Yes, except that a track record of success can breed patterns of behavior that can turn strengths into weaknesses when the business grows quickly. You don't want to hurt your company now.

Here are the 4 most common Achilles' heels of great leaders:

1. LISTENING (TO FAKING IT). Are you giving the appearance of listening lately? A business leader starts out as a genuinely good listener-attentive, curious, and interested. Then as success comes along with massive demands on their time, they start to fake it. The reality is they are paying attention and processing less of what they do hear.  The result is that the leader becomes more and more isolated and less informed.

TIP: Make a conscious effort to stop and truly listen. Repeat back what you're hearing. Do you really understand what's being said? 

2. MULTITASKING (DIMINISHES FOCUS). One of the strengths of most great leaders is the ability to get through a huge volume of work. Another is to be "in the moment" and focus. As the business grows and demands for time are stretched, guess which strength wins out? Multitasking. Because of the allure of decreasing the amount of work, the leader's ability to focus on a singular issue lessens. One on one meetings change to routine memos. Darting outside to take phone calls becomes routine. The quality of your decision-making suffers inordinately, and your credibility make take a beating as your team realizes you are not really "present" anymore.

TIP: Try multitasking only when you're alone. Discipline yourself to be fully present and in the moment when you are with others.

3. SNAP DECISIONS (BECOME LESS DEPENDABLE). Ahhh...experience and judgement: the two skills that got you where you are today. You quickly assimilate data, appraise the situation, and call the play. You get it right more often than not. But because of growth, your business handles more data now than you can possibly assimilate as quickly as you once did. So, your snap decisions aren't as dependable as they once were, but because you are the big kahuna, no one is telling you any differently.

TIP: Take trip down to the field or front line (or a "secret shopper") and find out if the last decision you made really did work in practice or if it's just sitting there, clunky and irrelevant that everyone is trying his or her best to ignore. 

4. COMMUNICATION (TURNS TO MANIPULATION). You're proud of your communication skills. Your ability to paint a vision and to communicate it in a way that motivates others is at the core of who you are. It's a key skill that has gotten you where you are today. Early on, you realized that you're so good at communicating and motivating others that you could short-circuit the process, avoidy the lengthy process of collaboration and getting buy in. Now, as success brings a gigantic workload, there simply isn't enough time to motivate others. You've slipped into manipulation as a default. In other words, your team is doing what they are supposed to be doing, but with minimal effort. 

TIP: Ask yourself, "how often recently has your team taken an idea of yours and not only implemented it, but honed in on it and improved upon it? If the answer is "rarely", chances are you've slipped into default manipulation mode.

 All The Best,

Carol 

(See more: Les McKeowen, CEO. Consulting by Predictable Success @PredSuccess.)  

 

HIRING: What's Your Batting Average?

by blogadmin 28. June 2018 03:02

Carol Helsel | HR Edition | June 28, 2018

"By and large, executives make poor promotion and staffing decisions," Peter Drucker observed. "By all accounts, their batting average is not better than .333:  At most, one-third of such decisions turn out right; one-third are minimally effective; and one-third are outright failures. In no other area of management would we put up with such miserable performance." Yet some companies seem to identify and attract great people consistently. What sets them apart?

To answer this question, the Drucker Institute solicited tips from top leaders across all sectors that have met two criteria: (1) They have outstanding records of performance and are (2) well-regarded by their employees as good places to work (according to Glass Door and other job-rating sites). Here's what these organization's executives have to say about making smart people decisions:

Mayo Clinic: Forget the 90-day intro period. Because it's not ju

st a skill, but a culture fit, a set time period doesn't work for everyone.

Netflix: Don't start with the job description. It's almost never accurate and can lead to filtering out great candidates just because they lack certain credentials in the formal posting. Instead, figure out what you are trying to accomplish and what a great team would look like to get you there.

Genentech: Look for candidates who are articulate about what they still need to learn and how they'd like to grow. Also, don't shy away from bringing in employees who are making a career change. People with diverse experiences and perspectives will make an organization better.

Fort Collins, CO: Use multi-phase interviews to ensure success. First on the phone, then in person. They must pass the muster with interview panelists, other agency staffers, and an industrial psychologist for executives to ferret out undetected complications.

Nestle Purina:  Assess the mind frame of candidates AND question your own company's frame of mind as well. 

Communities In Schools:  Seek one job quality that stands out-resilience. Look for people who can be or get back-up after they've been knocked down and they learn something valuable from the experience. 

Challenge:

What one-third makes up your organization's batting average? Which of the company tips above have you not considered and why? What tips or practices can you put in place today to build a great team and knock the ball out of the park?

 All the Best,

Carol 

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