It’s tough out there. People are reprioritizing what they want at work and leaving jobs that aren’t meeting those needs. We’ve talked a lot about ways to increase engagement and improve retention, but none of that matters if you aren’t taking a close look at your own leadership strengths and weaknesses. We hear, more often than not, that people leave managers not jobs. So even if an employee likes their job and feels a sense of purpose at work, they are likely to look elsewhere if they do not connect well with their boss and will most certainly leave if they don’t like their boss.
Even if you’re an awesome manager and your people adore you, there’s always room for improvement! Acknowledging what you struggle with can be just as useful as being aware of what you do well.
Below is a ridiculous list of some extreme leadership styles. Be honest, can you spot hints of yourself in there?
The Egomaniac: Your opinion matters…just not to me
There is NO doubt you are the boss. You make the rules, and everyone falls in line…or else. The job is your life. You demand perfection and there is no such thing as work/life balance for you or anyone else. You enjoy setting ridiculous goals that you know will be close to impossible to achieve and you provide little to no direction. It makes people better and stronger! Of course, when people achieve your goals, you do not offer a hint of gratitude. It’s their job after all, why congratulate them?
Sure, you know your stuff and you want things right. There is no goal you can’t achieve, and you command results from others. But fear only works as a motivator for so long. If you aren’t providing any real support, motivation, empathy, direction, or recognition, you are inviting any sane employee to look for another job. Even if they don’t leave, having such a fierce personality will inhibit others, instead of inspiring them. Your team likely has some great ideas that they are too scared to express.
The Cheerleader: You love me, you really love me
You just want to be liked, accepted, popular. You would rather do almost anything else than upset your team, especially the ones you like. Sharing bad news, making unpopular decisions, stepping up to quickly stop performance problems from getting out of control… you don’t like it, so you don’t do it. You see it as being supportive and empathetic, and you don’t want to lose people. But your team, at least the A-players, don’t see it that way at all.
Sure, you keep staff happy(ish); they know you care about them. You create a fun work environment and foster a sense of team; you value culture, as we all should. But, as awful as it is to admit, some people will take advantage of a nice guy. Someone is always going to test boundaries or sink to your lowest level of acceptance. If you aren’t ready to hold everyone accountable, you will have some people working hard and others coasting along collecting paychecks. Which group do you think is looking elsewhere?
The Regulator: There are no opinions, just rules, and you’re doing it wrong
You love procedures and you don’t miss a trick. You have your eye on everything and have an uncanny ability to detect when a mistake has been made…or maybe it’s the constant monitoring of everyone, every day. There is no room for ambiguity or experimentation. Sadly, life doesn’t always work the way we expect and a good leader needs to be ready to roll with the punches while encouraging their team to do the same.
Sure, your team follows the rules and rarely makes mistakes. Of course, when they do, you are right on hand to correct them. You have a great idea of people’s strengths and weaknesses. But, people are demoralized by micromanagement and need to be comfortable solving their own problems. If they know what they are doing, they need to be trusted to do it. Give your team the chance to try their own methods and express ideas.
Then there’s the manager who wants everything yesterday and changes deadlines, plans, and procedures with every exhale, leaving people confused and gasping for air. Or the logic-driven leader who considers every factor in the management equation, except the human one; and the social butterfly who wants to have a “quick” meeting about every situation resulting in very little time spent working.
Of course, these are just caricatures of traits most of us have to some extent but seeing them in ourselves and acknowledging them is the first step towards leveraging our strengths and working on our weaknesses so we are better equipped to lead and retain a strong, productive and engaged team.
Better yet, take it a step further and learn the traits of the individuals on your team. The more you manage to their needs, the more successful you’ll be at keeping people. We all want to be understood and treated as individuals.
To quote Sir Richard Branson, “Businesses are nothing more than a group of people, and they are by far and away your biggest assets.” Are you doing everything you can to bring out the best in your people?
If you want a more detailed (and more serious) exploration of your management assets and growth opportunities, contact us today and ask about our Leadership Style Reports.
