“Efforts and courage are not enough without purpose and direction.” – John F. Kennedy.

THE REAL LEADERSHIP WORLD

I have had many conversations with workers who complained about their supervisors, managers, and even high-level leaders about the lack of and the gaps in their leadership. If a worker complains about the lack of leadership, then it becomes a perception that it is TRUTH. I intend to provide realistic information on why leaders don’t focus on themselves but on how to focus on themselves.

I have witnessed this a lot lately. I have experienced and interacted with many low-based leaders in high-level positions in the last few years. These people believe that they are leaders simply because of their jobs. With companies providing training and book discussions, they do not think they have to attend but force their team to follow.

Here is a good example: I recently conducted a leadership training class titled “How to Build an Effective Safety Culture.” This class was developed for all locational leaders to attend to create a strong safety culture. Most departmental managers and line supervisors participated in the course when the training began. However, what I noticed was that not all senior-level leaders participated. This was a large manufacturing site where the location had a President, Vice-President, and several Directors. NOT ONE person in these roles participated in the training! When I interacted with a senior-level person, I asked why they didn’t attend, and most of their comments were, “I was busy,” I don’t need that information.”, and “That is for our supervisors and managers; why would I need to attend that class?” I replied, “Hmmm, that provides me your leadership capability.”

Take Jim, a Director of Plant Operations at a large manufacturing facility, for an example. He was handpicked to lead the plant to create and support extensive changes to significantly increase the quality, lower the budget, and reduce injuries. His approach was to start holding people accountable. However, no leadership training or coaching was available for those promoted from production to leadership roles. People became frustrated and annoyed with Jim and began leaving and looking for other opportunities. When I asked him, “Why,” he said he didn’t feel we should develop leaders through training and coaching. “Because they got their role because they were good leaders.” Hmm, well, that is different from how it works.

LEADERS HAVE TO DEVELOP THEMSELVES FIRST

Why do leaders fail so much these days? The problem is that it is easier to identify the faults and weaknesses of others without seeing your own, even when they are apparent. Here are four reasons Leaders fail.

They Lack Self-Leadership Qualities. They are poor self-leaders. They need self-awareness, motivation, empathy, and accountability to succeed at the executive level.

Confidence Turns to Arrogance. When a person is promoted or hired, they often want to prove they are strong leaders. Their pressure is real. Leaders must produce results. They forget that they are there to serve others. 

They Can’t Build a Team. One thing a leader must build is a high-performance team. Without a high-performing team, the leader will struggle. I often say, “You can’t be a successful leader if you can’t build a team.”

They Fail to Communicate Effectively. Leaders must communicate effectively. Why? Workers want to hear the truth, even if it is hard to hear. Leaders fail when they aren’t transparent and don’t share the “why.” Leaders must articulate the vision, set direction, and repeatedly share the message to maintain respect.

Leadership is a journey; your path will build your skills through experience, coaching, and mentoring. You improve by being self-aware, improving your communication styles, paying attention to details, and showing humility.

“Successful people become great leaders when they learn to shift the focus from themselves to others.” – Marshall Goldsmith

CONCLUSION

I’ll share this story with you because it illustrates this information.  

A group of suppliers was once given a tour of a mental hospital. One of the visitors in the group had made some very insensitive and insulting remarks about the patients.

After the tour, the visitors were introduced to and met with various members of the mental hospital staff in the cafeteria. The unkind visitor chatted with one of the security staff, Bill, a kind and wise ex-policeman.

“Are they all sick and crazy loonies in here then?” the insensitive and rude visitor asked.

“Only the ones who fail the test,” replied Bill.

“What is the test?” asked the man.

Bill replied, “Well, we show them a bath filled with water, a large bucket, a cup, and a spoon. We then ask them what the quickest way to empty the water in the bath would be.”

The man said, “Oh, I see… that is pretty simple – the ‘normal one’ knows it’s the bucket, right?”

“No, actually,” replied Bill. “The normal ones say pull out the plug. Should I see if there is a bed free for you?”

It is easy for leaders to get so caught up in seeing the weaknesses of others that they lose sight of their own development needs. However, before we look to develop others, it is wise to do our inventory. 

So, as you progress in your assessment to eliminate the four reasons leaders fail, assess your leadership style and capabilities and identify, “What personal leadership development gaps should you be filling?” Just remember, Leadership development is as much about you as it is about them!