Leadership Dynamics
By Kate Doscher
“Finally, you’re a leader in the company! So how’s that working for you?”
Becoming a manager sounds like the perfect job….except you have to work with people! We spend an enormous amount of time studying and working toward advancement in our careers and, when we finally are rewarded with a promotion, we might be shocked to discover that being in charge isn’t as easy as we thought.
During our quest for a leadership position, we might focus on our personal achievement or gain and not the responsibilities that come with the promotion. To make matters more alarming, sending new managers off for management training may no longer be something the company can afford. Effective leadership is not a talent one wants to learn from the school of hard knocks. While our new leader is busy creating his or her management style and finding a comfortable fit in the company, major mistakes could be in the making.
Mistake No. 1 – Maintaining a personal or social relationship with those who were once peers. Leaders must not show favoritism among their staff.
Why? Having a favorite is natural, but showing favoritism is damaging to the team. The rest of the team may become resentful and resort to sabotage in an effort to expose the favorite and the boss in a bad light. Favoritism creates dissention and polarizes the office staff, creating an unpleasant, competitive environment and an unproductive workforce.
How to prevent or correct the mistake: As soon as possible, meet privately with your former peer and explain that the relationship will change. Inform them that, by showing special attention and friendship, you will put them at a disadvantage within the staff and prevent them from enjoying the respect they deserve by accomplishing goals on their own and not because they are friends with the boss. This is not as difficult as you might think. The bottom line is, you simply cannot foster special relationships with your friend and be an effective leader.
Mistake No. 2 – Reprimanding an employee in front of others.
Why? Psychologically, even if the rest of the staff thinks she had it coming, they will sympathize with her and lose respect for the supervisor. This does not make a manager look powerful and in charge. The staff wants their leader to make the problem go away, not to publicly humiliate the person. Employees will wonder, “Will the same thing happen to me the next time I make a mistake?”
How to prevent or correct the mistake: Always reprimand in private and praise in public. An effective leader doesn’t have the luxury of venting anger or displaying frustration in public. When offering constructive criticism, address the “behavior” and not the person. Don’t say, “I’m sick of talking to you about showing up to work late!” Instead, address the behavior and its effect on others by stating, “When you arrive late to work, someone else has to do your job as well as their own. I expect you to apologize to your coworkers for having to do your work and I won’t expect you to arrive late again.” No emotion. State facts.
Mistake No. 3 – Not being consistent.
Why? The number one complaint employees have about their supervisor is “inconsistency”. It is unnerving for the staff when the boss shows up to work in a foul mood and spreads this deadly “Emotional Ebola” throughout the office.
How to prevent or correct the mistake: Don’t personalize! Learn to rise above emotional reactions to the negative events that occur and engage the thinking, logical and reasonable part of your brain to problem-solve. Concentrate on how to correct or solve a problem, not on placing blame. Emotional outbursts diminish your authority and leadership.
Being an effective leader is a lot like being an effective parent. Mom and Dad weren’t always the good guys when we were growing up, but they were good leaders. We didn’t respect them if they let us run the show. A good leader may ask for suggestions and opinions but in the end, makes the final decision based on fairness and what is best for the entire company.
So, how’s that working for you, now
