What Nobody Told You About Becoming a Manager/Leader

Of the many millennial clients I coach, at least 80% of them aspire for managerial positions after completing 6 to 7 years of work experience. While it is definitely an exciting and exhilarating experience with opportunities to grow and learn, it is not without its challenging and stressful moments. There would be situations that would frustrate you so much so that you miss your glorious and carefree days of being an individual contributor! Managers by their role definition, represent their team before their management and vice versa. Being the mediator is never easy, and managerial positions are by far the most stressful roles one can take on in a corporate setup.

As a first-time manager, I was aware of what I assumed were my expected roles and responsibilities. The first three years were a revelation. There were so many aspects and challenges that nobody told me about. There were days I used to dread Mondays and then there were days I felt like going back to an individual contributor role!

Here are some truths I have attempted to list down, with a few tips on how to deal with these challenges. Some are based on personal experience while others are based on experiences shared by other managers/leaders during our coaching and other discussions.

Fact #1: You are constantly being judged

Like a laboratory specimen, you are constantly under scrutiny. While there are a few who would encourage you, the sad reality is there are many who would love to see you fail. Being a first-time manager, you are likely to make mistakes. These mistakes would be blown out of proportion or used against you.

The one way you could ensure you have more support from your team and your supervisor is to constantly communicate and share your decisions. Admit your mistakes, however do not feel shy about expressing your accomplishments no matter how small they may appear to you. Provide regular updates and most of all – make sure you are highly visible and build a strong rapport with your team, your peers, and your supervisor.

Fact #2: You cannot take people at face value

Our corporate system still follows the age-old hierarchical process where the manager’s verdict holds more than 70% weightage in the employee’s performance rating. Naturally you will fall prey to office politics. The introverts and the shy ones might fall behind while the louder ones will be more successful in attempting to influence you. Some would flatter you while others would pretend to be on their best behaviour when you are around. Being new, you might want to implement new ideas. You may find many Yes-men (or women) agreeing with you. The flipside is, the others who see you succumb to the manipulation would feel disillusioned and become easily influenced by your detractors.

You will have to find a way to have objective yet personalized one-to-one interactions with everyone reporting to you. You will eventually be able to see an emerging political pattern. While it would be tempting to rely on those who seem to be your ardent supporters, it is important that you also focus on those who appear withdrawn during meetings and discussions. If it isn’t already implemented in your organization, you might want to consult your HR department on whether you could conduct an anonymous feedback survey within your team to help them voice their concerns or observations about you. It is never easy hearing negative things about oneself, but you have to bite the bullet if you want your team fully supporting you.

Fact #3: You have to put up with whiners and naysayers

This is perhaps the most unpleasant aspect of being a leader, at least for me. Most of us, (including myself), personally enjoy having team members who bring up counter-arguments to ideas on the table. Healthy opposition and debates, besides building trust within the team, also help in implementing a plan that has everyone’s consensus. It is the whiners and constant complainers who weigh you down with their negativity. A whiner is someone who always has someone to blame for his or her own mistake. Then there are those who resent a new boss and resist any changes proposed. They may not complain, but behave in a passive-aggressive manner that clearly shows their obvious disapproval. Perhaps what is frustrating about them is not the fact that they object to your ideas or suggestions, but that they seem to take everything personally.

You might want to get to know such people and show your willingness to listen to their ideas. Lending an empathetic ear helps – especially for those who might be affected by the changes you implement. However if you find this person constantly against you at every turn, it might help having a heart-to-heart talk with the individual letting him or her know how you need his or her support. You might want to let the person vent their views and listen with an open mind. At the best you might be able to turn around the situation. At the worst, you may have to assertively let them know you are the boss and that much as you appreciate their skills and contribution, you will not put up with negativity. In any case, it is important to keep track of any insubordination and make sure you communicate any warnings to this employee in writing.

Fact #4: You are the bearer of all bad news

Once a manager, you represent the executive leadership and the organization in every way. Be it a performance appraisal review feedback, the sunset of an old technology, organizational changes, or impending layoffs or salary-cuts, you have to be the one communicating unpalatable news in a diplomatic manner. Of course the most difficult job of all is letting people go if the business situation so demands. It would take immense amount of patience, tact, sensitivity, and most of all, compassion in communicating to the people affected by the decision.

Under no circumstances should you ever communicate bad news via email. Always get everyone together and maintain eye contact when you communicate bad news. After the group meeting, set up individual face-to-face meetings to demonstrate your willingness to listen. Your team will never forget the way you handled crisis situations, and you will win their support based on how well you faced the crisis and stood up to your people.

As for performance appraisals, I personally believe in monthly reviews. This ensures that your team is provided goals and a performance update on a regular basis. Also, you get to know how your team responds to your leadership.

Fact #5: You are lonely

Heavy is the head that wears the crown. Lonely is the employee who wears the leadership mantle. Wearing a mask of control and poise at all times can be quite burdensome. You can never get too pally with a team member. Even a harmless lunch with your supervisor or team member could be perceived as political by others. It is even tougher when you get promoted to a managerial position from within the same team. At least in India, it is difficult for people to separate the role from the individual. You can never be too close to people who report into you. You have to maintain a professional balance in your relationship.

It helps tremendously having a leadership mentor or coach on board, who acts as a sounding board for leaders and enables them to confidently deal with challenging situations and behaviours by coaching them on a regular basis. As a manager, you could also form a forum with other similar first-time managers where you could meet together on a monthly basis to discuss and share common areas of concern.

The Importance of Having a Coach on Board

I can never stress enough on the importance of having a mentor or coach who can be the “go to” person for all managers. Having a robust leadership development vision is not enough. It is absolutely critical for growing organizations today to implement a leadership development framework that not only develops and nurtures budding leaders, but also provides them with need-based and timely support to help them learn from the challenges that arise. Today’s leaders also need to be change agents who influence and facilitate major transitions and transformations within the organization by effectively dealing with day-to-day tactical challenges, similar to those listed above. This can be a very tough role to play. Having an experienced leadership mentor and coach on board is no longer a desirable option. It is a vital requirement for today’s organizations if they want to sustain and grow their high potential leadership talent.

Why We Need Moms to Build Our Leadership Pipeline

In my article The Road not Taken: Becoming a Full-time Mum Made Me a Better Leader, I shared my challenges as a working mother with young children. While in one article, I talked about how women can empower themselves to be considered on equal terms with men, in another I discussed the ways in which we could make our workplace more women-friendly.

In this article I would like to address a significant chunk of leadership talent that remains sadly neglected, untapped, and worse, gets rejected for corporate roles. I am talking about stay-at-home mothers who seek a corporate career during the prime of their lives.

No Takers for Moms

In several parts of the world, especially India, the responsibility of managing a home and taking care of children, falls primarily on the woman’s shoulders. Much as she would love to take up a job, she is constrained for various reasons ranging from taking care of growing children, providing care to the elderly, or relocating and adapting to newer environments. The latter is true for women whose spouses are free to seek opportunities in other cities. By the time the children are old enough, these women are in their late thirties or early forties. Age discrimination being a huge factor, at least in India, these women get criminally side-lined.

One of my friends was unfortunately widowed after 15 years of marriage. She was a fulltime home-maker and mother, and had no option but to seek a fulltime job to secure the future of her two children. She has been unsuccessful in getting permanent employment in the company where she works as a contract staff, despite being far more productive and grossly underpaid than her permanently employed peers. Her stint as a home-maker and mother has been completely disregarded, and she is being paid lower than a fresher. Moreover, she is unsure of who to approach within the organization for long-term opportunities. My friend is just one example. There are millions of women in India who are educated, enterprising, and smart, but motherhood seems to be a huge setback for them.

Mothers are Leaders

Be it the Big 5 or Strengths Finder or DISC, organizations already have an arsenal of leadership behavioural assessment tools at their disposal. Whichever way we look at it, women who have managed homes and families successfully, can easily score well on certain basic leadership competencies, which we struggle so hard to find these days.

Moms Understand the Big Picture

It is mistakenly assumed that mothers deal with routine stuff. On the contrary, mothers are expert strategists. They set long-term financial, well-being, and personal goals for the family. Besides, they are great at breaking down these goals into actions. Perhaps the most important thing they do is lend their unstinting support to every member of the family and help them achieve their goals. Mothers are also experts in keeping their ears to the ground. They are well informed about everything important that counts. Everyone knows that Mother Knows Best.

When I was a fulltime mother, one of my goals was to ensure my children took responsibility for their studies and future. I did not want to chase them or nag them about their homework. It was tough and took loads of patience and hours of listening, but eventually I am happy to say that my daughters not only excel in their academics, they are also well-read and tuned into larger causes that plague our world today.

Moms Always Find a Way

A child with an earache? Short strapped for funds? Car broke down on the freeway? A mother has to use her resources to find a solution. One of my friends talked about how she was leaving for the airport as she needed to attend this conference. Just as she was all dressed and about to leave, one of her kids threw up. He was sick and needed immediate attention. She couldn’t just leave him like that. She contacted her office and cancelled the flight. She then asked her associate to fill in the first two hours for her. She spent the next few minutes calming her child and tending to him. She then got her associate to connect her to the conference via Skype. She did a great pitch and they got the deal.
Mothers have to be enterprising problem-solvers, and make the most of every situation. No wonder we have so many successful women entrepreneurs.

Moms Are Emotionally Intelligent

In his book Emotional Intelligence, Daniel Goleman says: “Self-awareness is the first component of emotional intelligence—which makes sense when one considers that the Delphic oracle gave the advice to “know thyself” thousands of years ago. Self-awareness means having a deep understanding of one’s emotions, strengths, weaknesses, needs, and drives.”

A typical mother’s day is fraught with unexpected situations and crises. A child hurts himself and needs immediate attention, a demanding relative tests your patience, appliances conk off during the eleventh hour, the husband needs to leave for office in the next 10 minutes, and your older child needs to get ready for school.

As mothers, we constantly question our ability to serve others. We micro-analyze every situation and reflect on what could be the best way to deal with tough situations with peace and harmony. As a mother, there were days when I wanted to shout and throw a tantrum, but I had to practice deep breathing and ask myself, “What is the best way to deal with this?” Initially, there were those days when a good crying jag or screaming fit would do me in, but when I realized the adverse effects of these on my kids, I resorted to singing while cooking to help me burn off the negative energy. Mothers always find constructive and harmonious ways to tune off negativity as they are conscious about their actions and the consequences thereof.

Moms Know How to Deal with Difficult Behaviour

A hard-nosed boss, a demanding client, a difficult team-member have one thing in common. They have the advantage. We need their cooperation and need to find a way to deal with their challenging behaviour. Who better than a mother when it comes to dealing with conflict?

Whether it is adapting to a different family (most women in India live with their parents-in-law), getting a child to eat his vegetables, or dealing with conflicts, a mother faces it all constantly. Persuasive communication, negotiation, diplomacy, or assertive speaking – a mother needs to use all these skills on a daily basis.

Moms Stand Up For Their People

A father might seem all brawny and muscular but it is the mother’s steely determination and unconditional care and nurturing that truly makes a family strong and emotionally resilient. Today when we have employees leaving in large droves because of an unsupportive or uncaring supervisor, we need leaders who nurture their teams and stand up for them. Emotional support and emotional security is always assured with mothers at the helm. Mothers are also great fighters, especially when it comes to any crisis that looms ahead. Moreover, they stand calm and stable during the toughest of times.

Towards Opti-mum Leadership!

A growing number of small and mid-sized companies are investing efforts in building comeback careers for women. “Womentrepreneur” is in fact, a hot new buzzword making waves in the e-commerce scenario. Think Zivame, Infibeam, Limeroad, and Yatra. These are but a few examples of women who turned their ideas into money-spinners. Imagine having women like these in your organization as leaders.

I not only know that full-time mothers have the ability to take on technology roles, but also firmly believe they have the capability to become strong leaders. Most companies already have a talent management strategy in place to develop future leaders. Why not hire mothers and groom them as future leaders? It can be argued that women who have been out of touch as far as employment is concerned, will take a while to get their bearings in the wide wicked corporate world. However since they already possess the intrinsic leadership qualities thanks to their experience as fulltime mothers, they would just need a while to get acclimatized to the rules of the game. My sister-in-law started her own successful corporate recruitment business after 20 years of being a fulltime mother. She is a shining example of how women can make it big not despite being mothers, but because they are mothers.

Isn’t it ironic that we celebrate Mother’s Day with pride, but do little for mothers who seek an equal footing in the corporate world despite being immensely talented?

Bad Boss? Really?

It’s there everywhere. Apparently bad bosses are the reason employees are unhappy if one were to go by latest reports.

Who are supposed to be bad bosses? There is a complete list out there of types of bad bosses for those who are interested.

Bullying, micromanaging, insecure, unapproachable, people-pleasing, credit-stealing, the list goes on. Bad bosses are apparently to be blamed for almost everything going wrong, from attrition, unhappy employees, poor customer service, to toxic work culture.

Of course all companies, big or small, have their share of black sheep or rotten apples. All the above about bad bosses being true, a consistently dipping graph of unhappy employees says something else altogether. There are questions that beg answers in these cases.

1.   Who hires bosses?

Every boss is also an employee who was hired in the first place because he or she showed promise and potential. Is there a method for hiring bosses? How are they termed competent for a leadership or supervisory position? How are they inducted into the role of a boss for the first time? Is it a “sink or swim” law, or is there a structured approach to releasing them into the role?

2.   How does a boss become bad?

A boss is a human being with insecurities and vulnerabilities. According to psychology, bullying is a behavior that is born out of a deep sense of insecurity. Same goes for self-serving behavior where individuals take credit for others’ accomplishments, or people-pleasing behavior. Indecisive behavior is usually due to a lack of confidence, whereas incompetence and insensitive behavior is due to a lack of awareness and direction. Is there a life-support system for bosses so they feel safe and secure? Who boosts their confidence and provides them a sounding board when they need it?

3.   How is a bad boss able to thrive? How is the boss able to get away with being bad?

Everything, including viruses, needs a suitable environment to breed. Everyone, including children learn the rules of behavior not only by observing, but also by perceiving what is tolerated by the environment. A child that learns to cheat and lie does so because she feels she is able to get away with it. At times a boss is someone who makes her boss look good (by probably fetching good revenue or sales), but behaves poorly with her team. Is there a way to objectively get the team’s feedback? How tolerant is your system against poor performance? (Because, a bad boss who is not liked by the team, is a poor performer at least in the people’s department.) Are there necessary mechanisms in place to arrest toxic and unconstructive behavior? Are there necessary mechanisms to reward positive behavior? Is there a safe environment for employees to give feedback about their bosses to upper management without worrying about retaliation? Is the feedback even addressed?

4.   Doesn’t every boss have a boss?

Someone hired that boss, and besides, the boss reports to someone higher up in the chain. Who takes responsibility for the boss’ behavior and performance? Are there clear and transparent lines of authority and accountability? Is there a process to measure and review a boss’ performance, especially the way he works with his people? Is the boss provided a regular and consistent feedback on her performance? Does the boss have someone she could trust with her vulnerabilities and insecurities?

5.   A bad boss? Not me!

Matrix reporting without clear lines of ownership adds to the confusion. A boss may just have the title, but not the authority. Perhaps someone else is calling the shots and the boss is probably a puppet in the game. That said, the team may not be aware of the fact, and may judge the boss to be an ineffectual, powerless leader. Are teams aware of their boss’ circle of influence and his extent of power? Does the boss feel empowered enough to make decisions without fearing the consequences?

Do we have bad bosses or poor leadership?

It is always easy to pin a problem on someone. Everyone loves a scapegoat. Having a bad boss also makes it easy for employees to demonstrate poor performance and unconstructive behavior with the excuse, “What can I do? I have a bad boss!”

When we look at the entire picture non-judgmentally, especially when we look at bad bosses causing a downward trend in employee satisfaction surveys, we just need to reflect on the following:

How are bosses hired? Is there a competency assessment and evaluation in place to select or promote the right person?

Are bad bosses inherently bad, or is the system making them bad?

Is there is a learning and development system in place for not just developing, but nurturing leaders?

Is the organization tolerant and supportive of vulnerabilities in leaders?

Is the organization intolerant towards apathetic leadership?

Lastly, this is probably the question we need to ask:

Is this a case of bad boss or poor organizational leadership?

Be Heard and Overcome Gender Inequality

Becoming a successful professional is no mean feat. And if you are a woman, then it is all the more commendable considering the hoops you might have jumped through to get there! Being a woman in the corporate workplace is like walking a fine line. You have to strike the right balance. Underplaying your strengths may project you as being a pushover, while playing a tough nut might earn you the tag of being too aggressive. Notwithstanding our legendary capabilities in managing multiple roles and balancing expectations from multiple stakeholders from home and at work, climbing the career ladder can be quite stressful. No matter how often companies shout from the rooftops about diversity and inclusion, the gender balance is still tipped in favour of male leaders. While there are companies that appoint women in executive positions, the candidates are not necessarily the best examples for the role, thereby further increasing skepticism in men about women leaders. As a result, the truly capable women find it very tough proving their mettle.To be successful leaders, women have to battle and overcome many situations and behaviors.

Ditch that Superwoman apron!

As Sheryl Sandberg says in her book Lean In, “A truly equal world would be one where women ran half our countries and companies and men ran half our homes.” We are a long way off, especially in India. One of my friends once made a very perceptive observation about Indian women in the past 30 years. She said, “You know, it has taken 30 years for the Indian woman to get out of the kitchen and take her place at the boardroom. But in these 30 years, very few Indian men have gotten into the kitchen. They are still stuck in their stereotypical past!” I know of women colleagues in top positions who have to get back home in the evening to serve dinner. A significant number of working women in India return home around the same time as their spouses, only to have their spouses relax before the TV after a “long exhausting day”, while the women get busy with the kids or household chores or dinner. I’m one of the few fortunate women whose husband contributes more than his fair share of house work and considers me his equal. Ironically, some women I know (and men), judge me for that. In India, and I’m sure in many parts of our world, women are brought up to believe that if they don’t cook or do household chores, they are inept. Furthermore if they let their husbands do any of the house work, they are regarded as completely weak and incompetent. Running and managing a home needs team work. It is important for us to get it clear in our heads that we need our spouse and family to pitch in. And if you hate cooking, delegate it to someone who can do it better! Of course you will be judged. Too bad for the one who judges. I have previously written about how women can let go of behaviours that weigh them down in this article that was published in AVTAR I-WIN’s newletter The Future of Work.

Beware of underhand chauvinism

The Indian corporate workplace has many skeptics when it comes to women employees. Which is why it isn’t surprising that women in male-dominated teams are at times treated depreciatingly like delicate china dolls. “You don’t need to attend the meeting.” (What new ideas are you going to contribute?) “Don’t you have to rush home?” (It’s easy for you. You don’t have to stay up late.) “Why do you need the job?” (You have your husband or father for that. Don’t you have to take care of your home?) “I’ll take care of the project” (Don’t bother your pretty head.) It might seem shocking, but this is completely true in many teams. One of my bosses (at a very top level) advised me to hire male candidates as I could count on them to work beyond office hours. He didn’t realize he was insulting me. During our very next quarterly conference he talks about gender diversity. The point I’m trying to make is, we don’t live in an ideal world and the earlier we realize it, the better. You have to make it clear that although you need to be home on time, you are capable, and want to take on high visibility projects. And if a confrontation doesn’t seem palatable to you, take the chauvinism with a pinch of salt, but sweetly and firmly let your male colleagues know that you are tougher than you seem!

Ask assertively!

In my article Are you Visible, I had talked about practical ways to assert our ambition. We women have an ESP radar where we tend to understand unspoken requirements and find it very difficult articulating our needs. Shyness or downplaying your abilities won’t do. We need to speak up and stick our necks out! Some men will refuse to see it as assertiveness and consider it arrogance. It’s their problem. Women, when they do get promoted, the ones with a voice are considered a threat and are usually relegated to positions of lesser power or influence. It requires immense amount of courage and self-assurance for women to ask for what they want and doggedly pursue their goals. Glenn Llopis in his article, puts it beautifully.

Listen to your intuition

Like I mentioned, women are very perceptive and excellent decision makers. Traditional Indian families are a great example. While the patriarch appears to be the head of the house, the matriarch is actually the neck who decides which way the head turns! The woman communicates her views using her intuition so skillfully that the man feels it was his decision! Likewise at the workplace, many of your views may be considered emotional and lacking logic. I’m ashamed to say that I used to feel embarrassed about voicing my thoughts in a male-dominated circle at the fear of being ridiculed. Our left brain might take the logical decision, but it is strongly guided by the intuitive and emotional right brain. So if you feel something isn’t quite right, or that you have a point of view that is different, be bold and express it. You shouldn’t feel embarrassed about your gift of intuition.

Seek a balance

Yin and Yang. Left brain and right brain. Male and female. True success requires a balanced view of things. In our objective to achieve gender equality, we must not seek opportunities because we are women. We must seek success because we are capable. Gender equality or ethnic diversity is not feminism. It is all about exercising untapped prowess and thinking of ideas that have never been thought of before, in order to come up with limitless possibilities. Fortunately, times are definitely changing for the better. I see the millennial generation of men and women regarding each other in more equal terms. To see a true balance of power, we have to understand the strengths that both male and female employees bring to the table. We need to discard our stereotypical mindsets to magnify our combined power. I would like to end with these wonderful lines by Alanis Morissette: I don’t want to be your other half I believe that one and one make two

The Leader’s New Clothes

(Posted on LinkedIn on Nov 8, 2014)

As a child, I thrived on an endless supply of fables, legends, and stories. Many of them have stood the test of time, and are amazingly profound in their relevance to human behaviour even today. One such short story is Hans Christian Andersen’sThe Emperor’s New Clothes. If you haven’t read it already, I would recommend that you do! It’s a brilliant story about an emperor and his people who are worried about keeping pretences at all costs, even at the cost of denying the obvious that even a child could see through. (Pun unintended!)

As I read this story once again today, I realize we all behave like the emperor and his minister, or his subjects. We look for outward traits and behaviors in leaders and when we don’t find those traits or behaviors, we assume that we are unfit and that something is wrong in ourselves. Overt negative behavior like shouting or abusing is obvious to everyone. But how do you recognize the signs of implicit negative leadership?

We assume that an individual’s title, designation, qualification, or outward appearance or mannerisms indicate his character. We live in a visual world where food is delicious because of the way it is presented, or a woman is beautiful because of the way she looks. Like the emperor and his subjects, when we see something in that individual that does not resonate with leadership behavior, we ignore our inner voice and believe our perception to be incorrect.

How do we become like the child in that story who can clearly see the truth? Like the proof of the pudding is in its taste, here are a few examples of unsavoury behaviours that makes the child in us see the truth.

Expressing helplessness

Leaders are humans, and all of us do feel helpless or powerless during certain situations. But throwing up our hands in despair and shrugging hopelessly when our teams look up to us for a solution, is an extremely disappointing behaviour. There is always something that can be done to improve the situation. The very least a leader could do, is show some signs of optimism and demonstrate willingness to listen and resolve the situation.

Badmouthing

As leaders we represent the company to our teams. We all definitely have our moments of frustration with upper management, but it’s pretty uncool when a leader constantly keeps complaining about “the deplorable state of affairs” before his or her team. Similarly, maligning or ridiculing clients or other employees especially behind their backs, is another sign of a chink in the armour. It is always preferable discussing issues objectively with a view to find a solution.

Making inappropriate or unethical requests

Over and above requests that can trigger a sexual harassment complaint, there are other inappropriate requests from a leader that can ring loud warning bells. One of my friends during a coaching session talked about how a high level leader in the company asked for his personal bills to be entered as official bills in the system. My friend who worked in the Accounting department politely declined the request. The leader joked about it, but my friend was afraid about being fired. Of course that didn’t happen, but I did feel sad because the leader in question was very highly respected and admired in the company.

Self-centered or opportunistic behaviour

“You can easily judge the character of a man by how he treats those who can do nothing for him.” – Johann Wolfgang von Goethe.

I think this describes perfectly what I’m talking about! There are managers who don’t even respond to emails unless you copy someone from the higher rank. Speaks volumes about their character, doesn’t it?

Conflicting messaging

The leadership talks about non-tolerance towards certain behaviour but does not take action when their employees complain. The company boasts of an open culture, but the HR team never proactively reaches out to frontline teams to get their feedback and check whether everything is okay. And so on.

Insensitive processes

We expect leaders to be humane and capable of cutting through the red tape where it comes to employee policies. Layoffs are an unfortunate reality in today’s corporate scenario, but there is always a way of doing it that makes an employee walk out with his or her dignity intact. Your company may have a prolific leader at the helm, but if the exit process is not handled sensitively with empathy, then there are others watching and judging the leadership! These are the employees that the company still needs after all.

Poor response during calamity

I have already discussed this in a previous article “Leadership during Adversity”. Like they say, when the going gets tough, the tough hide!

“But he isn’t wearing anything at all!”

Like the child in the story, we must be able to see things the way they are. There are plenty of clear signs of a mediocre or poor leader if we only look and trust our own discernment. However, rather than passing judgment or worse, getting disillusioned, spotting these behaviors makes us conscious about what we shouldn’t do. There is a moral in every story after all.

#leadership #behaviour #behavior #exit #selfish #opportunistic #leader #topmanagement #integrity #ethics #mediocre

Leadership during Adversity

James Lane Allen, the famous nineteenth century novelist once said, “Adversity does not build character, it reveals it.” This is true of leadership as well.

Look at the leaders we admire. Would they have been able to garner so much popularity and admiration by success alone? Whether it’s Nelson Mandela or Martin Luther King or Mahatma Gandhi, it’s these leaders’ response to adversity and challenging times that has revealed their true character to the world.

The Acid Test

We get many opportunities to display our energy and dynamism when the times are upbeat and the cash registers ring. The energy around is contagious and team spirit is high, and it feels great when our teams are fully engaged and productive. However the real acid test is when the times are not so great, the people aren’t that talented, customers are unhappy, or business isn’t just picking up. When things don’t work out according to plan, these challenges and changes could eventually snowball into disastrous setbacks. This is really when leaders get an opportunity to set an example.

5 Cs of Winning Leaders

Great leaders exhibit the following 5Cs of behaviour when faced with adversity:

  • Charge: Ability to positively mobilize their teams and “pulling” them to perform rather than “pushing” them
  • Courage: Ability to take the bull by the horns and do the right thing no matter what the repercussion
  • Change: Ability to change, develop, and grow by learning from the challenge
  • Contemplate: Ability to think and deal with the situation calmly
  • Clean: Ability to withstand negativity and stay positive

Here’s a great article that explores adversity in detail.

As leaders when we buckle under pressure, our employees can easily spot it a mile long. Whether we let the situation go downhill, or bolster our team’s spirits, or set an example by doing the right thing in the right way, our teams get to witness our true leadership spirit.

An adversity could be a life-changing experience on the personal front, or calamitous experiences on the professional front. The way in which we deal with what life throws at us without breaking down, is what makes us into shining leaders.

(Posted on LinkedIn on Oct 9, 2014: https://www.linkedin.com/pulse/article/20141009124935-11623865-leadership-during-adversity)

Employee Engagement – The ties that bind

A lot has been written about employee engagement. There are blogs galore and articles abounding the Internet about this topic. Over the recent years, employee engagement surveys have become critical tools for determining how happy and connected employees feel with the company. Some of these survey rankings are also mechanisms for companies to build their brand amongst their stakeholders.

As I see it, employee engagement is a formal term for the connection or attachment that an employee has for his company that makes him want to not only continue working for the company, but also visualize himself in the company’s future. Note that the key word here is “want”. Employees do stick on for long periods but that does not mean that they are necessarily engaged or that they are willing to commit themselves to the job or the company. Having worked for 20 years spanning five companies, I can say this for sure: So long as I can see myself as part of the company’s near future up to 3 years, AND feel optimistic about it, I’m an engaged employee.

The hooks of engagement

So what makes one feel a sense of attachment towards the company’s present and future? There are actually five “hooks” that attach us to the company. Most of us need more than one hook to keep us attached! employee-engagement

Brand and Image

This hook is true for well-established large companies or companies that have recently created a buzz with their innovative ideas. Some employees feel a sense of pride when talking to the world outside about their company. It’s the pride of being associated to the brand and the image projected by the company.

Job and Role

Individuals who have mapped out a career development plan for themselves usually get hooked with the right kind of job description and role. They feel excited about the learning opportunities in store and look forward to gaining some skills.

Team and Synergy

People who love working with other people usually look for a work environment where they can make friends. This is also true about the kind of leadership they experience. A good boss and supportive colleagues are the top two items on their list. Give them both and they stay hooked.

Culture and Values

People-oriented employees who seek to grow into leadership positions highly favor companies with a positive employee-friendly culture. It is a well-known fact that companies with a great work culture have great leadership. These employees look for harmony and role models within the company, and like working for people they could look up to, or someone like who they could aspire to become. Companies with a strong work culture and values are also those that promote a culture of recognizing and appreciating committed employees over and above high performers.

Outlook and Growth

Growth could be in terms of compensation, vertical or lateral promotions, or diverse roles that help build the employee’s repertoire. Ambitious individuals usually scan the horizon for possibilities of growth. Even more important would be the forward-thinking practices that the company follows or new technologies that the company adopts that would provide the employee that continued growth.

Employee engagement cannot be faked

Perhaps the most underlying hook that truly builds trust and loyalty within their employees is the power of intent. Employees can see through quick-fix policies or stop-gap arrangements. Whether it is building the culture or defining the strategy or instilling values, a company would need to invest a good two to three years to really bring about a change that is deep-rooted and all-pervasive. A closer look at the five hooks reveals that it takes different kinds of leadership at different levels and of different competencies to create those hooks. It cannot be innovation alone or culture alone that can engage employees. Employee engagement is a commitment by the company that is sensed by their employees, who in turn demonstrate their commitment by not only continuing to perform, but also act as ambassadors for the organization.