Do you find it uncomfortable as a leader to deal with difficult employees? How can you deal with such employees so that they can fit in better with the team and at the same time you are able to create a conducive and productive environment for high performance?
In this video, I share a simple approach for you to deal with this situation in a constructive manner.
Conventional leadership models have been inadequate in preparing leaders for the VUCA world that we operate in today. In this episode, I share a leadership development model that helps leaders be successful in a VUCA world.
Difficult conversations can be intimidating for anyone, even for leaders. But avoiding difficult conversations is not a viable solution if you want to succeed as a leader. In this video, I talk about how you can successfully have difficult conversations and possibly have a positive outcome.
“Remember, your perception of the world is a reflection of your state of consciousness,” said Ekhart Tolle, a spiritual teacher, and bestselling author.
There is immense truth in this simple statement. You become what you imagine yourself to be. But, if you don’t know who you are, you cannot control the direction your life takes.
The ability to monitor and manage yourself is one of the most important traits you can have as a leader. Understanding yourself – your drivers, triggers, likes and dislikes, and values – is critical for you to put your best foot forward and defines how you interact with the people you lead.
Without a degree of emotional self-awareness, you could react unknowingly and uncontrollably to situations – which can, of course, become detrimental for the organization and erode your authority in the long-run.
Simply defined, self-awareness refers to having a deep understanding of your inner norms, drivers, motivations, beliefs, and preferences, or intuitions. You understand what is happening in your mind in each situation. You can analyse, monitor, or control your reaction to situations and external stimuli.
Daniel Goleman, author, and psychologist, classified self-awareness as one of the four fundamental capabilities of emotional intelligence and advocated mindfulness to become more aware. Goleman stated, “Self-awareness means the ability to monitor our inner world – our thoughts and feelings.
Mindfulness is one method for enhancing this essential capacity – it trains our attention to notice subtle, but important signals, and to see thoughts as they arise rather than just being swept away by them.”
James Kouzes and Barry Posner, co-authors of The Leadership Challenge, researched the impact of that self-awareness and self-management in leaders and found it to be essential for authentic leadership. In fact, they went so far as to caution organizations against hiring individuals based solely on professional excellence, without prioritising personal and social skills. According to them, one sure way to enhance EQ was to become self-aware.
Ultimately, being more self-aware will give you the ability to express yourself in the best possible manner during any situation. You will act consciously, instead of reacting uncontrollably.
Our self-image is a combination of how we see ourselves and how others perceive us and interact with us. Relying on only our own image of ourselves can lead to challenges in terms of blind spots and hidden aspects about ourselves.
For leaders, it is important to work on understanding both sides of their self-image. Understanding our inner self makes us happier, and less stressed at work while being aware of the external view of our personality allows us to have a closer and more responsive relationship with our team and other stakeholders. Knowing what our team members think of us can help us cultivate a more open relationship with them.
Knowing yourself allows you to bring a heightened sense of confidence to your leadership. It will enable you to make professional decisions with complete confidence. No more second-guessing your abilities or your reactions in a particular situation; being self-aware will help you analyse your professional options and make decisions based on knowledge rather than gut feel.
Self-awareness leads to enhancing your emotional intelligence. When you have the ability to be in touch with your emotions, it will automatically make you more aware of and empathetic towards the feelings of others. This amplified EQ will help you achieve success in your role as a leader.
Self-awareness is a continuous process.
When we engage in self-evaluation, we can give some thought to whether we are thinking and feeling and acting as we “should” or following our standards and values.
Introspecting constructively about your behaviour in different situations and with different people can provide you with useful inputs. Look for patterns, which could throw some light on why you react or behave in a certain way in certain situations and with certain kinds of people. The main objective is to identify drivers and triggers and then based on that, decide on what is it that you really want to be seen as or want to be like.
Self-evaluation will help you choose your reaction or response more deliberately in the future in a way that is aligned to who you are and how you want to be perceived. It will also give you areas that you might want to explore further and see how you could change for the better – for better outcomes for you and your organisation.
One way to know yourself better is to ask people you trust for their opinion. You can initiate a structured feedback system or ask trusted colleagues for an honest insight into your personality.
You could also use a tool like 360-degree feedback to find out what your peers, subordinates, and other stakeholders think of you and whether it aligns with what you think of yourself. Incongruence in this can help you identify that areas that you could work on to build greater self-awareness and also better relationships with your team and other stakeholders.
Low self-awareness tends to breed a certain degree of blindness towards your weaknesses, and feedback is a great way to uncover aspects that could be improved.
When you have so much on your plate, and experience gives you heightened clarity and overview of situations, it becomes hard to listen patiently and give others a chance. This impatience may keep you boxed inside your own ideas and processes.
If instead, you make an effort to be open, curious, and patient with other people and their different viewpoints, not only will you come up with better solutions, you will also find it easier to keep in touch with everyone around you, and that will allow you to learn more about yourself.
Finally, a sure shot way to dial up your self-awareness quotient is to put yourself in the hands of an executive coach. There are several well-known and researched-backed emotional intelligence assessment tools that can uncover your core traits and bottlenecks. EQ-I 2.0 is one such powerful and scientifically valid and reliable assessment that is popular the world over. Understanding your assessment results with a professional coach can give you a good start on your self-awareness journey.
Coaching be invaluable in helping you discover yourself, especially when you are in a senior role and have limited people you can share your thoughts with openly. A professional coach can bring in a lot of value in terms of being a sounding board and thinking partner for you. So, this is something I urge you to consider in your personal growth journey as a leader. Of course, I am here to help.
If you want to understand more about emotional self-awareness and how coaching can help, then do schedule a 15 minutes consultation call by clicking on the link above.
Conversations with business leaders — What helps teams deliver high performance in a VUCA world? What are the few key factors that are needed for the team to be successful? In this video, I talk about some leadership lessons from the experience of ICF Singapore in pulling off the biggest virtual coaching conference that Singapore has ever seen. There are some very valuable lessons to help your team succeed in a VUCA world.
As a leader, you’ve probably seen a plethora of leadership models being talked about in management literature. You’ve developed your own leadership style, maybe subconsciously, or have had the opportunity to undergo leadership development programs at a highly prestigious institute. Either way, you have your own unique style of leading your team.
Leadership models and styles are a way to make sense of these wide variety of approaches by clubbing them into separate groups of similar characteristics. By doing this, it becomes easier to study the impact of such approaches and also understand the motivation drivers underlying them. From this perspective it becomes an interesting tool to understand our own leadership styles and assess whether we are having the impact we desire or just the opposite.
Leadership approaches range from Lewin’s Leadership Styles framework of the 1930s to the more recent ideas about transformational leadership. There are also many general styles, including servant and transactional leadership. Become aware of such frameworks and styles can help you to refine your approach and to be a more deliberate and effective leader.
So let’s delve deeper into some of the key leadership styles to understand how they affect your team’s performance.
This is a framework developed by psychologist Kurt Lewin in the 1930s, and it became the foundation of many of the approaches that followed afterwards. He argued that there are three major styles of leadership:
Autocratic leaders make decisions on their own without consulting or taking inputs from their team, even when they might be able to come up with good ideas. An autocratic leader believes that they are the most qualified to take decisions and do not value the ideas that come from others. Working with a leader like this can make even the most creative and enthusiastic team member, hesitant about sharing their ideas. This style can be quite demoralizing for the team, and it can lead to high levels of absenteeism and staff turnover.
Democratic leaders include team members in the decision-making process by seeking out their ideas but eventually they make the final decisions themselves. This approach of a democratic leader encourages creativity, and people are often highly engaged in projects and decisions. As a result, team members tend to have higher job satisfaction and higher productivity.
Laissez-faire leaders give their team members a lot of freedom in how they do their work, and how they set their deadlines. They tend to provide support in terms of advice or resources if required, but otherwise they let the team function on its own. This autonomy that team members sense under such a leader can lead to high job satisfaction, but only if the team members have the required skills and resources to accomplish the task. If the team lacks motivation or has to deliver under tight deadlines, this approach could lead to a lot of frustration within the team. At it’s extreme, it would even appear that the leader is not interested in the team or the task.
This framework clearly indicates that a less autocratic approach would get better results. However, in times of crisis or when decisions need to be taken quickly, the autocratic approach may appear to be the best route.
The Blake-Mouton Managerial Grid which emerged in 1964 uses a simple two-by-two grid to describe five leadership styles on the basis of the leader’s concern for people and concern for tasks.
Authoritarian Leader (high task, low relationship): Leaders who have very high focus on tasks and not so much on their people tend to be hard on their teams. There is little or no allowance for cooperation or collaboration. Such leaders are very strong on schedules; they expect people to do what they are told without question or debate and when something goes wrong, they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it. They tend to be intolerant of what they see as dissent, which might just be someone's creativity, so it is difficult for their subordinates to contribute or develop.
Country Club Leader (low task, high relationship): A leader who focuses on relationship with his team rather than tasks uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. This makes them almost incapable of being directive and giving difficult feedback to their team, or exercising their legitimate power in any manner. At the core, they fear that using such powers could jeopardize their relationships with their team members.
Impoverished Leader (low task, low relationship): This type of leader uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance of relationships, they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process. This could lead to the team suffering from a series of power struggles.
Team Leader (high task, high relationship): A leader who has a high focus on relationships and tasks leads by positive example and is able to foster a team environment in which all team members can reach higher potential, both as team members and as people. Such leaders encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams.
As you can conclude from the above description, the ideal leader would be a team leader who not only has a high focus on the tasks and outcomes but also builds the capabilities of and relationship with their team members.
The leadership frameworks discussed so far are all useful in different situations, however, "transformational leadership " is often considered to be the most effective style to use in business. This leadership model was first published in 1978, and was then further developed in 1985.
Transformational leaders have integrity and high emotional intelligence. They motivate people with a shared vision of the future, and they communicate well. They're also typically self-aware, authentic, empathetic, and humble.
Transformational leaders inspire their team members because they expect the best from everyone, and they hold themselves accountable for their actions. They set clear goals, and they have good conflict-resolution skills. This leads to high levels of productivity and engagement.
So, what is your predominant style of leadership?
These are some questions for you to ponder.
To summarize, leadership is not a "one size fits all" thing. Often, as a leader you need to adapt or flex your style to fit the situation. A good understanding of what impact each of these styles have on your team members and their performance is a way to be more intentional in your approach and flexible as required by the situation.
To understand more about your leadership style, you could explore some leadership assessments along with a coaching session. Assessments around emotional intelligence can provide you with a lot of insights about your self-awareness and relationship management. If you want to explore this further, feel free to schedule a consultation with me.
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