( 736 words = 5.7-minute read)
February Newsletter Recap
# 1 – Driving Results Can Be Incomplete – ensure rock stars know they also have to treat others with respect
# 2 – Promote After Assessment – motivation is high before a promotion; provide feedback and a pathway for improvement before they get the next job
# 3 – Improve with Strength Builders – in strength development, you use existing skills and experiences differently than you have in the past to increase your effectiveness
Hello Leaders! This month, I want to discuss a leader’s role in breaking barriers, eliminating bureaucracy, and calling out bad behavior. Three hard things that not many like to do.
Point # 1 – Do What They Can’t Do…
One of the toughest decisions a leader faces is knowing when to step in. Some leaders hover over their teams, ready to assist at a moment’s notice. While this can feel like micromanagement, a hands-on approach may be necessary if the team is inexperienced or is developing new skills. However, this level of involvement shouldn’t last long, even with less tenured or under-skilled employees.
On the other end of the spectrum are leaders who take a hands-off approach, expecting their teams to figure things out and only escalate issues when they get stuck. While high performers often thrive in this environment, the challenge is that some people hesitate to ask for help, either because they don’t know how or fear it signals weakness.
Great leaders strike the right balance. They stay attuned to what their team members need, setting clear expectations on when and how to seek help. Too often, employees are left to figure this out on their own. True empowerment means not only granting autonomy but also ensuring team members see their leader as a resource and know when to bring them into their work.
Ask Yourself: Does my team know how and when to engage me?
Point # 2 – Challenging Obstacles
Some of the biggest roadblocks to achieving your goals don’t come from external challenges—they come from within your own organization. Other departments, meant to support your work, can sometimes slow things down instead. Delayed responses, unnecessary steps, and excessive red tape often stem from bureaucracy and a need for control rather than true efficiency.
It’s natural for your team to vent frustrations about uncooperative colleagues or inefficient processes. Poor interdepartmental service is a major source of what we call “BMC”—bitching, moaning, and complaining. But here’s the reality: BMC has never solved a problem.
What does make a difference? Addressing the issue directly. That means having crucial conversations with the individuals or leaders of underperforming departments. In some cases, these discussions can escalate into critical confrontations. Leaders with Amiable or Analytical styles may avoid these interactions, fearing conflict or unintended consequences. But avoidance isn’t an option. Great leaders step up and engage in these conversations in a way that drives improvement. Learning to do this effectively—while staying true to your leadership style—is essential. Your team often can’t fix these issues on their own. It’s your responsibility to clear the path so they can succeed.
Ask Yourself: Do I challenge underperforming individuals and teams on behalf of my team?
Point #3 – Leaders Drive Change
Leadership is essential when change is needed. If everything could stay the same without issue, there would be no need for leaders. But organizations and people are imperfect—breakdowns, barriers, and inefficiencies are inevitable. Tackling these challenges head-on is difficult, often requiring uncomfortable conversations and interpersonal finesse.
Passively accepting the status quo won’t drive improvement, but neither will storming in with accusations and frustration. Great leaders strike a balance, they are assertive yet nonjudgmental, direct yet constructive. They learn to communicate powerfully while staying true to their authentic style, creating meaningful change without alienating those around them.
If this resonates and you want to dive deeper into how to lead change effectively, let’s set up some time to talk.
Ask Yourself: Do I actively seek opportunities to improve processes in other departments?
Want to Go Deeper?
- Rid Your Organization of Obstacles That Infuriate Everyone by Robert I. Sutton and Huggy Rao
- How Great Leaders Confront Difficult Situations and Build Healthy Relationships by Tony Gambill
- The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder by Robert I. Sutton and Huggy Rao
March Special Offer: Order a $450 leadership assessment and receive a free coaching session. Text: “EL 360” to 513-260-7637. Please forward this newsletter to a friend or colleague. Thank you!