There’s No Such Thing as a Perfect Leader

Being a leader is hard. Being a great leader is harder. Being a perfect leader is impossible.  

For more than 20 years, I’ve had the great fortune to experience some of the best leadership training programs on the market. I’ve studied many ideologies and theories as well as attended numerous workshops and seminars. The daily newsletters in my inbox and LinkedIn feed offer a barrage of leadership tips. The message (intended or otherwise) that I continue to hear is that to be considered an effective leader you must be always doing at least one hundred things flawlessly.  

My relationship with perfection dates back to childhood and continued well into my professional career. Early on, the need to overachieve plagued me. I would stretch myself beyond my limits to meet the lofty expectations I placed on myself, without recognizing that no one else was asking me to achieve the unattainable. 

As time and experience breed wisdom, I have embraced the concept that progress is the goal. Giving myself the space to recalibrate has served me, especially as the responsibilities of a leader have grown exponentially over time.  

The Paradox of Leadership in Today’s Workplace 

Most often, people given the opportunity to manage employees are high achievers who have mastered their role or area of specialty. Expertise is not an indicator that an individual contributor is ready to supervise or lead others. Yet, this fallacy continues to play out in organizations around the world.  

When I read that 85% of new managers receive no formal training, I was floored. I am a big believer in setting people up for success, and leaving first-time leaders to their own devices is simply wrong. They are likely to take cues from those they’ve reported to in the past, who were also probably underprepared, or they may fall victim to the same trap of email newsletters filled with unreasonable expectations – if they even have time to think about self-improvement at all.  

Without providing training for emerging leaders, companies are creating a breeding ground to perpetuate underperformance, toxicity and burnout. Given that employees spend one-third of their lifetimes at work, they simply deserve better. 

Start Simple 

While there are many skills that can be learned and developed over time, there are three basics that leaders, new and experienced, can apply to gain ground while juggling their abundance of responsibilities.  

#1. Be Responsive 

I recently came across an article by Jason Feifer, the editor-in-chief of Entrepreneur magazine, that perfectly summarized the importance of responsiveness. While responding to others is relevant in all areas of life, in leadership it’s essential. Your direct reports need to know that you see them, hear them, recognize their efforts and are ready, willing and able to engage with them. As a supervisor, your aim is to build productive working relationships with everyone you support. When you are accessible and consistent, you will build trust which is central to any interpersonal connections.  

One straightforward way to be responsive is to schedule regular one-on-one meetings with employees. Encourage them to set the agenda in advance, so you are prepared to address their needs. 

#2. Be Clear  

Brene Brown brilliantly says, “To be clear is to be kind,” and it’s a simple guidepost that any leader can follow. Clarity begins with ensuring your team members understand why your organization is in business and how their objectives align with the vision. Being able to ladder up an individual’s role to the impact it will have on their employer and the world at large immediately creates the space to set meaningful goals and expectations.  

The way leaders communicate can also promote clarity. In the absence of information, people tend to create stories to fill the void. It’s imperative to be as transparent as possible with what you know and how it may impact day-to-day work. Most people look at every situation through the lens of ‘what’s in it for me,’ so conveying information that connects to their personal needs is often the most effective.  

#3. Be Curious 

As we know from our research at Emergenetics, it’s highly likely that the people you support will prefer to think and behave differently than you. The cognitive diversity of your team is your secret sauce for success. Keeping an open mind is the key to unlocking the full potential of yourself and those you support.  

When someone presents an idea or approach that may differ from your instincts, ask open-ended questions to explore the possibilities. Be careful to pose them as nonjudgmental queries to keep the dialogue flowing. Prompts like ‘Tell me more’ or ‘I’d like to hear more about that” will create space for continued exploration.  

When you accept the responsibility of becoming a leader, you are officially in service to others. And these are people who invariably will have distinct needs, expectations and perspectives. With a bit of intention and an investment in time, effort and energy, you will be successful as you guide and support them. The three tactics above can serve as the foundation to help you become the sort of leader you want to be and your teammates value. Start small and celebrate the incremental wins. Here’s to progress, not perfection! 

Emergenetics International helps leaders use self-awareness to improve employee engagement, collaboration and productivity. Fill out the form below to speak with one of our team members to learn how Emergenetics can help. 

 

 Print This Post