Have you ever wondered what's tough about being a leader? I could do that, most people would say.
Center for Creative Leadership looked into this question globally, chatting with 763 leaders from different places like China/Hong Kong, Egypt, India, Singapore, the United Kingdom, Spain, and the United States. What did they find? Well, leaders from all over the world seem to have many challenges in common, no matter where they work or what kind of job they do. Although this might sound like a bad thing, it actually gives us the invaluable chance to learn from people, and their experiences around the world.This article will explore some of these challenges while offering suggestions on how they can be overcome.
Change is Inevitable, But Not Automatic
Imagine a leadership journey as the development within an egg. Day after day, it faces challenges, often overlooked and unnoticed. No one captures its struggles in a glossy magazine or features it as a success story in Forbes. Then, the moment of transformation arrives as the shell finally shatters.
Now, let’s look at the egg from the chicken's perspective.
While the world neglects the apparently dormant egg, the chicken within undergoes an evolution by growing, developing, and changing. For the chicken, breaking through the shell is just a significant step in a series of transformations leading to that moment. It's a substantial step, but not the overnight metamorphosis it appears to be. This analogy mirrors the conventional view of leadership change.
But contrary to the analogy, most successful leaders cannot pinpoint a single event defining their entire transformative journey. Jim Collins uses the example of Walgreens. For over 40 years, it mirrored the average market until 1975 when it began a remarkable ascent. When questioned about the turning point, the key representative’s response was, "Sometime between 1971 and 1980." Not a precise moment, but a gradual shift. Not just an egg shattering, but the process that led up to it as well. It requires active effort every step of the way.But it isn’t just about you!
Managing Stakeholder Expectations
This responsibility extends beyond just overseeing tasks. It delves into the sensitive dynamics of relationships, politics, and the carefully crafted images within the work environment. At its heart, managing stakeholders involves gaining support, skillfully managing upwards, leveraging the power of honest self-awareness, and securing long-term trust.
One aspect of this challenge is attaining managerial support. Effective leaders recognize the importance of cultivating positive relationships with higher-ups, ensuring that their initiatives align seamlessly with organisational objectives. This involves not only showcasing the potential benefits of proposed strategies but also actively seeking guidance and endorsement from those in key decision-making positions.
Influence, a facet of stakeholder management, emerges as a tool in the leader's arsenal. The ability to sway opinions, inspire commitment, and drive collaboration is crucial in a dynamic work environment. Moreover, stakeholder management extends beyond individual relationships to encompass entire departments.
Leaders who master this challenge not only navigate the complex web of relationships but also cultivate an environment where collaboration thrives, inching the organisation towards long-term success.
Driving Team Synergy
Leading a team is a multifaceted effort. It involves cultivating pride, providing support, fostering collaboration, managing large teams, establishing norms, handling transitions and so much more. Instilling pride among team members involves recognizing achievements and celebrating milestones to inspire motivation and commitment. Effective leaders also offer unwavering support by providing guidance, mentorship, and resources to help individuals overcome challenges and maximise their potential.
Collaboration is essential for harnessing the collective creativity of the team. Leaders must cultivate an environment that encourages open communication, cooperation, and knowledge sharing among team members to drive innovation and problem-solving. And as teams grow in size and complexity, effective delegation, organisation, and coordination become critical for management. Leaders must establish clear expectations, norms, and protocols to guide team dynamics and behaviour, ensuring that every member feels valued and heard.
It goes without saying but handling transitions with agility and foresight is crucial in the face of inevitable changes. Leaders must communicate effectively, manage resistance, and facilitate smooth transitions to minimise friction and maintain momentum. By addressing these challenges head-on, leaders can cultivate high-performing teams that are resilient, adaptive, and driven towards success.
Learning to Let Go
One of the most difficult tests a leader faces is the decision to let people go from their team. This decision requires quite some courage for most people, as it involves confronting the idea of potentially disrupting someone's livelihood and career trajectory. However, paradoxically, it can also be viewed as an act of kindness in the broader context of organisational health and team dynamics.
Leaders must internalise the fact that retaining individuals who are not the right fit for the team can ultimately be detrimental to both the individual and the collective success of the team. While it may initially seem harsh to part ways with someone, it is essential for their long-term growth and well-being. By freeing them from a role where they may not thrive, leaders open up opportunities for them to find a better-suited position where they can flourish and contribute meaningfully.
Retaining underperforming or incompatible team members can have ripple effects on the morale and productivity of the remaining team members. Resentment may fester, and team dynamics may suffer, leading to a decline in overall performance. In such cases, the leader's responsibility is not only to the individual being let go but also to the well-being of the entire team.
At its core, while it may be emotionally challenging in the short term, it is a necessary step for the leader to assert their authority and steer the team towards success. Because demonstrating the courage to make decisions, even when they are uncomfortable, is a true sign of effective leadership.
How to Strategise for Daily Success
It’s good to have theoretical knowledge. But to actually address these challenges effectively, leaders must employ actionable tools and adapt their approach to the ever-shifting nature of the workplace. Here are some straightforward strategies that leaders can implement today to overcome common challenges and lead their teams to success.
Think About Individual Potential
Leaders must recognise their unique strengths and areas of expertise to maximise their impact within the organisation. By identifying tasks that leverage their specialised skills, leaders can add significant value and drive innovation. Delegating routine or non-essential tasks allows leaders to prioritise activities that align with their core competencies and strategic objectives. At the end of the day, focusing on tasks that only leaders can perform effectively enhances their leadership presence and influence within the organisation.
Delegate Tasks Efficiently
Delegation is a fundamental skill that empowers leaders to distribute tasks and responsibilities effectively within their teams. By delegating tasks based on individual strengths and capabilities, leaders can optimise productivity and foster a sense of ownership among team members. Effective delegation not only frees up time for leaders to focus on strategic initiatives but also promotes professional growth and development within the team.
Set Better Benchmarks
Setting clear and achievable goals is essential for guiding the actions and efforts of both leaders and team members. Leaders can utilise the SMART method (Specific, Measurable, Achievable, Relevant, Time-bound) to establish objectives that provide direction and clarity. By defining concrete goals, leaders create a roadmap for success and ensure alignment across the organisation. Furthermore, clear goals serve as a source of motivation and inspiration for team members, driving them towards collective success
Define Boundaries
Ambiguity is harmful for accountability and counterproductive in ensuring that team members understand their responsibilities within the organisation. Leaders should clearly define roles, expectations, and performance metrics to provide clarity and direction to their teams. Open communication channels and regular feedback sessions enable leaders to address any ambiguities or misunderstandings promptly.
Learning to say no to tasks that fall outside of one's core responsibilities is crucial for maintaining focus and avoiding being overwhelmed.
Check if Everyone is on the Same Page
Finally, Building a cohesive and high-performing team requires leaders to prioritise trust-building. They can strengthen team alignment by encouraging open communication, recognizing individual contributions, and celebrating collective achievements. Implementing effective collaboration frameworks and team-building activities promotes synergy and synergy among team members, driving innovation and productivity. By establishing a culture of trust and accountability, leaders create an environment where team members feel valued, motivated, and better positioned to achieve their goals.
One Challenge to Rule Them All
We asked Helen what she had found to be the biggest leadership challenge during her 30- years of first-hand leadership experience in a FTSE 100.
It’s hard to pick one!
There are so many facets of leadership that matter - small gains in many areas equals big gains overall.
As a leader - my goal was to enable all my team to perform so that I could metaphorically sit down, with my feet up, drinking tea. Of course, in reality, it was never thus. There was always some part of the team that needed some attention.
But If I have to pick the one most important challenge of leadership that rules above the others - it’s about getting the right people on the bus.
First, it is about recognising and playing to your OWN strengths and making sure you fill the gaps
Then recognising others’ strengths and having them play to them.
I advocate being adaptable so you flex roles around people.
And importantly, getting the wrong people off the bus - and here is where leaders lose the most sleep. It can be hard at the time - but from my experience, it works out better in the long run.
I distinctly remember one occasion where we had to let someone. There simply was not a role for his skill base in our new structure - plus he had seemed unhappy for a while and was not embracing the change we were going through. He was very angry at the time and it would be natural for this to be the lasting impression.
However, I met him a few years later, and he came up and literally hugged me. He had set up a successful independent cycling business. He loved that he was able to mix his work and his hobby.
He was living his dream.
His relationship with his wife improved and they were experiencing a second honeymoon. His kids were excited for him. One of them worked for him at weekends and holidays. The other was very proud of him.
He sought me out at a reunion party to tell me how glad he was that he was ‘pushed’, and sincerely apologised for his reaction at the time. It was this that gave him the impetus to take action.
His only regret was that he had spent so long doing a job that he did not particularly like - it was just ‘so so’. It did not play to his strengths, drained him and he would go home grumpy in the evening and ‘take it out’ on the family.So - of all the leadership principles - getting the right team around you is, I think, the most important one - `difficult?
Yes. Skillful? Yes. Critical? Definitely Yes.