When it comes to being a leader, getting the job and doing the job are two very different experiences. After years of hard work, applications and interviews, some people are given the opportunity and the title of being a leader. For many, this is the pinnacle of their career, and the reward for all their hard work. And then, one day they realize that being a leader is a lot harder than they thought.
As an executive coach, I have spent many hours with leaders helping them through the pressures and difficulties of being a leader. Together, we process the reality that their time no longer belongs to just themselves. They now realize that everyone wants to be on their schedule or wants a few minutes of their time in order to discuss an issue or a problem. Furthermore, they realize that they have to keep getting the work done in spite of the multiple back to back meetings and constantly changing list of priorities. For people new to the land of leadership, being busy, drained and overwhelmed is a new reality.
I think the challenge is that we rarely talk about the three most difficult burdens that come with the position and the title of leadership. The first burden of leadership is the burden of responsibility. As one works their way up to a senior position or enterprise level position of leadership, the burden of responsibility increases. You are no longer just responsible for your actions. Now you are responsible for the actions of others and you are responsible to deliver on the strategic commitments that have been made plus the subsequent operational changes that need to follow.
In the past, your individual effort, discipline and will could make a difference. Now, you can not control all that is happening. Often, you can only influence it. Yet, you are still responsible for the outcome.
The second burden is the burden of accountability. Many people who become leaders are comfortable being held accountability. And because of their past experiences up until that point in their career, they have been successful. But once you have become a leader, particularly a senior leader, you have to hold other people accountable. This involves dealing with conflicts and problems, be that at the personnel level, team level or divisional level.
Furthermore, once you begin doing this level of accountability, you come to realize that their failure is not just a reflection on their actions but it also is a reflection on you and your actions or lack of action. Then the phrase by Kevin Cashman, “Leaders get what they exhibit and what they tolerate,” takes on a whole new meaning.
The third burden is the burden of confidentiality. When one becomes a leader, particularly at the senior level, you will enter into a world of information that you can not share or discuss with anyone except with other senior leaders. You also begin to grasp the strategic direction of the company and start to realize the short and long term impact of these choices.
The burden of confidentiality becomes particularly real and painfully difficult when your company commits to mergers, acquisitions or strategic investments. Then, you understand that phrases like “downsizing” or “right sizing of the company to meet new competitive realities” will result in small and large groups of people loosing their jobs. Often, these are the same people you hired, trained, coached, and worked with over numerous years. The grief that comes with this realization is deep, painful and at times debilitating. You grasp what these strategic choices will do and at the same time you understand why these are the right choices to make if the company is going to survive and ultimately thrive within a constantly changing business environment. Still, it is painful and exhaustion.
The three burdens of leader, namely responsibility, accountability and confidentially, do not go away with time. They are present on day #1 and they will continue until your last day on the job. Often, they get heavier with time.
Still, there are ways to cope with these burdens. First, create and maintain a leadership team built on trust and healthy interpersonal communication. This will give you time and space to work through these burdens.
Second, learn to confront small issues before they become big problems. While it may be easier to avoid small problems, they do not go away and often create major cultural toxicity over time.
Third, define behavioral standards that will guide people’s actions and decisions. Clarity in thought and deed is the foundation of great companies. A person in a leadership position needs to constantly create and reinforce this clarity.
Fourth, role model these same standards with the utmost integrity. Our choices and actions as leaders always influence others. Being mindful of this means we most set the bar and maintain it at all times.
Finally, find people who can be your allies and confidants. Then, share deeply and openly with them. This will release the internal pressure of these burdens, and help you gain greater perspective and understanding.
Becoming a leader can be a powerful choice. While it can be challenging and difficult, it can also be rewarding and meaningful. When we choose to serve others and to bring about something good for those who we serve, we rise to the full potential of what I think a leader can be.
No comments:
Post a Comment