Now that you have your mentoring program underway let’s look at the other significant leadership challenge of today. 😀 I joke about already having your mentoring program started but I don’t joke about this: do not delay in getting started with developing tomorrow’s leaders; this workforce issue is going to overwhelm organizations that aren’t prepared to deal with it. Don’t be one of the many who are surprised that this issue overtook them so fast.
The second major challenge facing today’s leaders is micro-managing. Those of you who believe you are micro-managed should not get too excited here. This is not just going to be a recommendation for today’s leaders to stop micro-managing their people. This is about tomorrow’s leaders not allowing themselves to be micro-managed.
I’ve worked for micro-managers at different points in my career but I’ve never really felt micro-managed. I always listened to my micro-manager (they deserve that respect) and then I always tried to do the right thing. When the right thing worked and it was different from what I was told to do I either heard nothing or I heard I was lucky or if I was working for a leader (yes, even good leaders can fall into the trap of micro-managing) I might have heard “good job.” When what I thought was the right thing to do didn’t work I heard how I had screwed up. I got yelled at, I felt bad. I might have even embarrassed myself, but I survived. And I learned, I grew, and I discovered why my boss might have felt the need to micro-manage me.
Here’s my point, the real problem with micro-managing is not only with today’s leaders who micro-manage, it is with tomorrow’s leaders who use it as an excuse to NOT make decisions and an excuse to not begin leading today. They say they “are not allowed” to make decisions and once they convince themselves of that it is certain that they won’t be making meaningful decisions anytime soon.
The reality is that even in the most micro-managed organizations 85% of all decisions are made below the top levels of an organization. If you’re a true future leader you have ample opportunity to practice your decision making skills no matter where you work. You only have to risk getting yelled at. Okay, so maybe you have to risk losing your job but if you can’t truly thrive in the role you’re in then maybe you don’t want that job anyway.
If you have the courage required to lead then you also have the courage to make decisions, whether you work for a micro-manager or not. You may not have the authority to move on major decisions but you can still learn effective decision making by making every lower level decision possible.
If you work for a leader who micro-manages they might be limiting their own leadership potential but they can only limit yours if you let them. Don’t let them!
A couple of final thoughts for the leader of today who is sincerely interested in developing the leaders of tomorrow.
If you’re a micro-manager then stop. If you can’t completely stop (and if it was my behind on the line I might find it hard to stop too) then stop a little. If you’ve never had a serious disagreement in your team meetings then you should recognize that as a warning sign that your future leaders are just sitting back and silently letting you decide everything. You cannot develop future leaders that way.
Encourage debate, encourage the airing of different viewpoints, be quiet, force the opinions out of your people. If you have the right people in the room they most certainly have opinions and many of those opinions will be different than yours; it’s the job of the leader to make them feel safe enough to share them.
This much is certain, you will not find your organization’s next generation of leaders by watching them listen to you.
5 thoughts on “Today’s Biggest Leadership Challenge – Part Two”
really well written article. Actually leadership is indeed a very complicated “outcome”/”process”. Not sure how to classify, but your thoughts do add some salt to the ongoing debate.
Thanks, I’m glad you found some value in the post!
I’m sure you’ve heard of “Five Dysfunctions of a Team” by Patrick Lencioni? If not, it’s a must read for leaders and team development.
He says the first dysfunction of a team is Trust or lack thereof. If there’s no trust, people aren’t willing to say what’s on their mind which means there’s never conflict. Trust allows teams to move to the storming stage of Bruce Tuckman’s model to air things out. Discuss differences. In the end, get to a common ground and move forward.
Another great post.
Thanks Steve, someone smarter than me, I’m not smart enough to remember who, said, If everyone in the room agrees with the leader then only the leader is thinking…. Or something like that. It is amazing to me how little progress is made in quiet rooms.