Leadership Mistakes & Critical Skills

Recently I came across a research study conducted by The Ken Blanchard Company where over 2000 respondents cited developing leadership bench strength as their number one issue.  Then in a follow-up survey more than 1400 leaders, managers and executives shared their views on the most common mistakes leaders make and the critical skills needed to be an effective manager. The survey results provide valuable insights into the stumbling blocks that many leaders face and the skills required to avoid them.

What is the biggest mistake leaders make when working with others?

Inappropriate use of communication/listening

Inappropriate communication was cited as the number one mistake leaders make. Too often leaders either don’t communicate, over communicate, communicate inappropriately through outbursts, anger, or blaming, or simply don’t communicate clearly. In addition, leaders may fail to communicate the vision in a way that is meaningful, assuming that direct reports intuitively understand the direction of the company and their role in making this happen. Another critical mistake is lack of clear communication regarding roles, goals, expectations, and the importance of specific behaviors or goal accomplishment, all of which undermine individual productivity and performance. In addition, failing to listen to feedback, ignoring alternative viewpoints, or failing to seek clarity through active listening can undermine leadership effectiveness and trust.

Over- or under supervising, delegating, or directing

Providing inappropriate direction was the second most highly cited leadership mistake. Giving direction without involving others in the process, not seeking the feedback of others, and not empowering direct reports can cause frustration and lack of focus. In addition, using a generalized approach to direction rather than considering the person, task, and situation was cited as a key mistake made by leaders. Lastly, using a bureaucratic or controlling delegating style was seen as an ineffective way to lead others.

Lack of management skills

Respondents cited a lack of generic management skills, such as problem solving, decision making, and consensus building, as a key problem in ineffective leadership.

Lack of support or inappropriate support

Not supporting, believing in, or championing direct reports was cited as a problem area that can undermine leadership effectiveness. Leaders who ignore or overlook the accomplishment of or progress toward goals can frustrate direct reports. Alternatively, providing too much support in any situation can also be frustrating and be viewed as micromanaging to a direct report who is a peak performer.

Lack of accountability

Not holding employees accountable for achieving agreed-upon goals and behavior is another key issue identified as a critical mistake made by leaders. Further, respondents said that leaders who don’t hold themselves accountable for agreed-upon goals and behaviors can send mixed messages to direct reports and foster animosity. Not following through on commitments undermines trust and respect in all relationships.

So if these are the most common mistakes leaders tend to make how can they avid them?  The survey asked:

What is the most critical skill a leader can possess when working with others?

Communication/listening

Communication is identified as the most critical leadership skill. The ability to listen, read body language, ask questions, provide feedback, and generate effective two-way communication builds trust and can prevent performance problems down the road. In addition, the ability to comfortably use a variety of communication styles in order to articulate goals and objectives paves the way for healthy working relationships at every level within an organization. Providing relevant information allows employees to participate fully in their work.

Effective management skills

Many respondents felt that the second most critical skill a leader could possess when working with others is to develop others by applying the appropriate leadership style based on the individual’s skills, needs, and performance. This means taking a situational approach to leadership. In addition, respondents stated that the most effective leaders acted as a model for the behaviors they were seeking and also as a coach for both individuals and teams.

Emotional Intelligence and empathy

Another significant and critical skill leaders can possess is the ability to put the needs, issues, and concerns of their people ahead of their own. The ability to empathize, understand, build rapport, show concern, encourage, engage, and connect with direct reports is key. Valuing others, focusing on individual uniqueness, and preserving an individual’s dignity provides an environment of empowerment.

Values and integrity

In order to inspire and lead others, a leader must possess tremendous honesty and integrity, and be a role model who leads by example. Leaders with a strong sense of character and humility have a sense for doing the right thing because it is the right thing, not because they expect something in return.

Vision

Leaders must have a sense of the big picture and the ability to communicate and mobilize people around a shared vision. Being able to translate the vision and goals into the language of each person and then cascading that into their everyday job is seen as a critical skill. Collective movement toward a shared vision motivates and inspires people to communicate.

Empowerment

As one respondent put it, “The ‘follow-me’ era is passé.” Today’s leaders need to put their people first, translate the vision, and empower their people to achieve it by providing the knowledge, skills, and the opportunity to perform. Involving others and encouraging them to take ownership instills a sense of pride that can unleash performance and productivity.

As leaders we all make mistakes now and then. We are human after all despite what some others might think. Mistakes can either be stumbling blocks or stepping stones to our success. It depends on how we react and that’s a choice we have to make. Recognizing and admitting that a mistake has been made is the first two stepping stones. They are also the toughest. We fear that admission will make us appear weak or perhaps imperfect. But in fact the opposite is actually true. It takes a very strong person to say, “You know, I really messed up on that one.” The next stepping stone is to figure out how to correct the mistake and make sure it doesn’t happen again. The only stupid mistakes are the ones we let reoccur.