MPowerment Matters

OBSTACLES TO LEADERSHIP

August 2007

When the business press focuses on “corporate heroes” like Jack Welch or Bill Gates, we hear about the extraordinary competencies they possess- vision, passion, focus, charisma, etc. The talk is about their strengths. And there is an entire school of thought led by writers such as Marcus Buckingham that focus on the strengths of leaders and how development should focus on them.

Yet, no matter what the strengths of individuals seeking to rise in the corporate world, many fail to make it to the top because of flaws about which they are unaware. Two recent books discuss these flaws and offer strategies for change. The first is What Got You Here Won’t Get You There by Marshall Goldsmith, who is arguably the most famous executive coach in our country. Goldsmith speaks of “the Success Delusion” which states that we get positive reinforcement from our past successes and, in a mental leap that we find easy to justify, we assume that our past success is predictive of great success in the future. This can easily become a serious liability in that we fail to notice that some of our habits could actually be holding us back.

Goldsmith lists a total of twenty one flaws, and it amazing how mundane they appear to be. These flaws can exist and appear benign as individuals begin their ascent through the ranks, but they become more telling the higher you get. They include behaviors such as passing judgment and making destructive comments, passing the buck and claiming undeserved credit; failing to give proper recognition and playing favorites. We are all probably guilty of such behaviors on occasion, but they can ultimately be fatal if they become habit.

Claudia Shelton’s new book is Blind Spots. She identifies the five most common blind spots as (1) misused strengths (how ineffectively we use our strengths, in many cases overusing them); (2) old habits (how we repeat outdated behavior and ways of thinking and acting that are fixed); (3) stress expressed (how we negatively express the stress we feel); (4) untuned radar (how we misread other people and their nonverbal cues, which can lead to misinterpreted intentions; and (5) disconnect (how we fail to communicate).

Both authors are focused on deficiencies that can keep individuals from becoming leaders and both offer frameworks for gaining awareness of the flaws and correcting them. In simple terms, each of the authors recommends 360 degree feedback. This typically involves getting objective information from the individual’s superiors, peers and direct reports, processing it and then accepting the challenge of working on yourself.

It is interesting to realize that based on these books, we are our own biggest obstacle to getting to the top. In many cases, we cannot overcome our deficiencies on our own. Many have developed a relationship with a trusted advisor, who will always give honest feedback and constructive criticism. Some work with executive coaches to bring flaws to light and work on eradicating them. The trick is to become aware of where we don’t measure up so that we can do something about it. Rather than burying one’s head in the sand, it is critical that each individual get feedback. It is tough to change if there is no knowledge of what needs changing. Honest self-appraisal may be a piece of what is needed, but it is not nearly enough.

Learn about your blind spots. Focus on the ones that may be holding you back. Remember, leaders are made, not born. Management Mpowerment Associates works with individuals and organizations to develop leaders.

TIPS 5 tips for leaders •Learn to listen •Learn to manage your emotions •Be accountable, even if you are the boss. •Make sure you are talking “to” people, not “at” them. •Remember to lead with your head and your heart. 5 tips for organizations •Have a succession plan for every key position •Encourage innovation throughout the organization. •Look for leaders at every level. •Don’t just have a strategic plan, implement it. •Develop talent and manage knowledge.

Professionals such as lawyers and physicians somehow seem to feel that the rules that apply to the business world do not apply to them. Maybe they feel that they operate in a highly regulated environment and thus they are different. Maybe they believe that the nature of their services sets them apart. But while that may be true, they must still act as business people and their practices must function as businesses to survive. With that in mind, here are some special tips for them.

Tips for law firms and medical practices • Your clients’/patients’ needs are changing. Your services must change accordingly. • Think outside of the box to save your businesses. Offer different services, re-think your hours, understand what the market needs and fill the need. • Society is changing and the younger generations are different from the previous ones. Get input from your young associates. • Marketing and business development are critically important.

Management Mpowerment Associates works with law firms and physicians to help them create the strategy that will guide them successfully into the future.