Perhaps they lack the required experience, confidence or competence. Perhaps their goals are unclear. But often, it’s the behavior of the employee’s leader that is the primary cause for constraining an employee’s performance.
When a leader acts differently than the employee expected – neither being nor doing what they believe is appropriate – then the employee is likely to get discouraged and fail to meet his or her potential.
Leaders don’t do this on purpose, but they may be relying on 3 old myths to guide their behavior.
Myth # 1: Being smart is good enough.
Having a strong intellect and deep knowledge are powerful competencies, but all leaders are expected to have them. Exceptional leaders have learned that emotional intelligence and empathy are the abilities that differentiate them and inspire employees to follow their leadership.
Myth #2: Your mood does not matter.
When a leader’s actions differ significantly from what the employee expected, then that employee is likely to get discouraged and fail to meet his or her potential.
Myth #3: Great leaders thrive on constant pressure.
Leaders are frequently subjected to “power stress” where they must ask themselves what personal sacrifice they are willing to make to achieve a goal. This stress is inherent in all leadership roles. The most successful leaders manage this stress by recalling their purpose, sustaining a positive vision for where they are going, and preserving balance between their personal values and their corporate responsibilities.
The book, “Becoming a Resonant Leader,” by McKee, Boyatzis and Johnston provides insightful guidance to further explore the truth in leadership.
How often have you relied on these myths to demonstrate your leadership?
What are you doing to develop your leadership skills to meet today’s challenges?
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Executive Leadership Development Skills Workshop
