Being a leader is a big responsibility be it in a voluntary or commercial capacity. All leaders have the best intentions, but it is a challenging role which requires balance, adaptability, persistence and constant self-improvement. Whilst every leader strives to engage, inspire, and guide a team, mistakes (learnings) are inevitable. The art of leadership requires practice and application, and plenty of “ah ha” moments, forcing a leader to critically reflect, and adapt their leadership styles techniques accordingly.

Over the many years I have had with working with a huge array of leaders, here are some common mistakes leaders make, and how to potentially avoid or recognise them:

Failing to communicate effectively: Just because you said it does not mean it was heard!

Effective communication is the key weapon of team influence and engagement for any leader. What cuts through varies according to the people, generation, and type of organisation. The key is consistent and constant repetition of key communication themes such as a vision, priority goals, expectations, or the enforcement of desired mindsets and behaviours. Often what is missing in effective communication is the right mechanisms and methodologies for communication to occur (formal and informal). Formal might be regular scheduled team check-ins. Informal could be as simple as managing by walking around – being present. Whatever communication cadence is put in place, it needs to be consistent, regular, and credible. Not just one offs, or in times of crisis.

Poor active listening: Listen to understand – not to reply!

Often it is the questions asked by a leader that are more powerful and impactful over anything a leader says. Listening needs to be on a macro and micro level. Macro level, what are the messages staff, customers, volunteers, community members or colleagues are sending. Being attuned to the people you lead and serve is a key credibility builder for any leader. On a micro level, listening to the needs, issues, suggestions and feedback of individuals (without fear of retribution) will build trust and an emotional connection with a leader.

Micromanaging: Autonomy of decision making is a powerful motivator.

People who are micromanaged will always feel a lack of empowerment, autonomy, responsibility, and capability. Empowerment requires leadership facilitation in a way that builds the commitment, competence, and capability of people. As this builds so too must permissions and authorities. Micromanaging is the surest way of killing the empowerment of anyone.

Don’t role model desired behaviours and mindsets: This will always kill a leader’s credibility.

Role modelling is a powerful influencing tool a leader has. It is easy to thump the table and insist on certain behaviours and mindsets. However, every leader is “fish bowled” on how they then role model any stated behavioural standards. Unfortunately, we see this way too often with our public figures, who espouse one set of standards, and then blatantly breach them. Far too many leaders use a power imbalance to misbehave for personal gain!

Ignore things: The worst leader is a “do nothing” leader.

That is, they choose to ignore toxic people, negative feedback, or difficult conversations. That means they fail to act! Ignoring a difficult conversation always leads to long term team dysfunction. Conducting member of staff surveys to illicit feedback, and then doing nothing is a way too common occurrence. Choosing to ignore something is a decision in itself. Leaders who state they want to avoid conflict, only create further conflict. There is always collateral damage by a leader who ignores things, deflects to others, or chooses to do nothing.

Leading a lack of progress (focus on the negative): There are always issues. Nothing is perfect.

Nothing goes according to plan 100 per cent of the time. But the leader who has a relentless focus on the negative, or what is wrong, or what needs to be improved will create a sense of “battle fatigue” in a team. People thrive on a sense of achievement and the recognition it brings. Even small incremental wins are important to highlight, recognise, and acknowledge. Yes, there is always room for improvement. Indeed, any high-performance quest starts with a dissatisfaction with the status quo. However, team confidence, a sense of “can do,” and team agility can only be achieved by having a sense of progress and achievement.

Lack of self awareness: A focus on oneself rather than the needs of the team.

A leader who is not self-aware is dangerous. They tend to only focus on their needs, their ego, and seem oblivious to the needs of team members. An unaware leader is more likely to treat a personal request from a team member as an inconvenience to themselves. Self-absorbed leaders rarely lead with humility or empathy. Their focus is on themselves and their needs. When challenged or given direct feedback they will be defensive, deflective, and argumentative. They seem unaware of the impact they have on a team, so will rarely accept any feedback given, nor do they critically reflect on their own performance as a leader.

Finally:

Leadership is an ongoing journey of learning and improvement. This requires the gift of feedback, and the ability to critically reflect, and then act on feedback. By recognising these common mistakes, leaders are more likely to build stronger and more cohesive teams and foster a positive team environment.

Leadership Lesson

Credibility is the foundation of leadership.
It is the little things a leader does week in and week out that builds credibility.
Communication, empathy, listening, honouring commitments, closing feedback loops, and role modelling are the mechanisms by which any leader builds their credibility.

Facta Non-Verba – Deeds Not Words