Five Inconvenient Leadership Truths - and what to do about them
Why is it that with a vast array of leadership ‘how-to’ advice, so many organisations continue to lose productivity, whilst leaders feel they’re working harder than ever before, just to stand still?
Leadership delusion is on the rise, causing employee alienation, low innovation, over-promotion, conflict avoidance and learning deficit.
Based on my leadership development practice in organisations large, small, public and private, there are many inconvenient truths of leadership in today’s hyper-charged world of work. Here are just five of them.
Truth #1: Not Everyone Loves Working for You
It’s a tough pill to swallow, but not every team member will be your biggest fan. According to McKinsey[i], 75% of US employees say toxic bosses are the most stressful part of their day. The Chartered Management Institute found that 82% of UK managers have never had any training on how to manage others[ii]. It’s no wonder that TikTok is awash with #toxicmanager memes.
Action: Self-reflection and feedback are essential for true leadership self-awareness. Finding simple ways to seek feedback from team members can be a tough first step to take, yet an essential one for new leaders wanting to buck the trend.
Truth #2: Change is Your Job
In today’s fast-paced world, change is constant, and ‘hoping things will settle down’ is fruitless. A staggering 60%[iii] of employees have experienced more changes at work in the past year than ever before, and this can be as overwhelming for leaders as for their team members. Leaders can’t be across everything and it’s hard to let go in time before burnout hits. If everything is ‘top priority’, then nothing is.
Action: Stop! (just for 8 seconds), breathe slowly, then focus on what really does need your personal input, what can wait, and what is noise. The most effective leaders regularly take stock of how they use their own energy, and how well they are commissioning their teams’ time and skills.
Truth #3. Challenge is Good
Conflict is a natural part of the human condition and beneficial to challenge tasks and process from different angles. Interpersonal conflict is the danger zone. Whilst empathy is crucial, overly empathic leaders are at a higher risk of burnout[iv]. Only 15% of untrained managers try to address bad behaviour, leading to workplace conflicts that cost UK businesses a staggering £28.5bn annually[v].
Action: Foster an environment of radical respect[vi] where team members feel safe to disagree about what to do and to constructively challenge ideas. This can mitigate interpersonal conflict and drive innovation.
Truth #4. Promotion is Over-Rated
Not everyone is cut out for management. Misplaced promotions dilute talent and lead to dissatisfaction. Unconscious bias often leads to promoting individuals who display narcissism and overconfidence, resulting in poor performance and team dissatisfaction[vii].
Action: Focus on personalised job crafting[viii] and ensure that promotions are based on a genuine fit for leadership, rather than long-tenure or top technical skills. Encourage continuous development and provide opportunities for growth in various directions.
Truth #5. You’ll Never Know It All
Perfectionism is on the rise, and the reality is that no leader can know everything. (This is doubly hard for academic-high-achiever-perfectionists!) Embracing ambiguity and taking calculated risks are essential qualities for productive leaders. The most effective leaders are those who can navigate uncertainty, bring focus, and inspire their teams without succumbing to burnout[ix].
Action: Cultivate a learning mindset for yourself and your team. Encourage experimentation, testing and root-cause analysis to foster innovation and build collective resilience.
Leadership reality
Leadership is fraught with challenges, and by acknowledging and addressing these inconvenient truths, you can lead more effectively and make a more positive impact on your team. Embrace self-awareness, focus energy where you can make progress, encourage constructive challenge, rethink promotions, and foster a culture of continuous learning.
What resonated with you from these truths? How will you apply these insights in your leadership journey? Share your thoughts and let’s continue the conversation.
[i] https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/five-fifty-better-bosses?cid=fivefifty-eml-alt-mkq-mck&hlkid=b5b37bdf79fe43ebbc1260dbc218bcd8&hctky=10274321&hdpid=c54e009e-7c19-4f63-894f-ac6313fc3ede%E2%80%8B
[ii] https://www.managers.org.uk/wp-content/uploads/2023/10/CMI_BMB_GoodManagment_Report.pdf
[iii] https://www.pwc.co.uk/services/human-resource-services/insights/uk-hopes-and-fears-survey.html
[iv] https://www.thepeoplespace.com/ideas/articles/leaders-need-move-out-empathetic-hijack-and-compassion
[v] https://warwick.ac.uk/fac/soc/ier/rewage/news-archive/cost_of_conflict_pb_formatted_final_2.pdf
[vi] https://kimmalonescott.com/radical-respect
[vii] https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/the-best-leadership-candidates-may-not-be-who-youd-expect
[viii] https://tailoredthinking.co.uk/personalizationatwork
[ix] https://authentictalent.be/tools/the-five-drivers-by-taibi-kahler/