- March 28, 2024
Loading
What are the four biggest traps - the biggest mistakes in leadership behavior - made by senior managers? And, who makes this kind of determination?
The behaviors are difficult to even recognize yet reverse, because they serve to protect egos and prevent anxiety. We're told, however, executives can easily overcome them. These traps habitually hold back results that are so desperately needed and desired. They exist in business organizations both large and small, which include professional services enterprises as we have on the Gulf Coast. Could we be talking about you?
Robert Schaffer, author of the iconic business text “Rapid Results,” upon which this column is based, is a highly respected marketing consultant who has been writing in the Harvard Business Review for 30 years. His work is advising literally hundreds of corporations and professional services organizations. He has received national recognition for his findings, especially behavioral mistakes of leaders.
What is most interesting is that in his findings for corporations with staff sizes numbering five or 500, the behavior traps for senior management remain vastly similar. The question you must answer is: “Can you put yourself in this picture?”
Trap #1
The first behavioral trap managers fall into is that they fail to set proper expectations. This is generally acknowledged as the single biggest mistake committed by executives. They don't evoke maximum performance when they announce directional changes. They don't spell out credible plans or specify who's accountable. What to do? Be clear and complete! Give full background of the problem, set realistic goals, name a project leader, identify the team, assign responsibilities, create a critical path including deadline and measure results. That's simple enough. Small recognition rewards may be appropriate too, in adding a little fun to the strategic initiatives.
Trap #2
Second, they excuse subordinates from the pursuits of overall goals. “I'm in the middle of a big deal now.” Or: “This is not a great time, I'm reworking something”. Or: “Could we hold up just six weeks?” If this sounds like a familiar set of excuses, it's a bad precedent to start. You set the start date, the team, duration, the budget, the manager, the direction, the method of reporting, the measurement for success, the recognition and more. If you allow people to remain preoccupied with their own ongoing function, they won't jump in to your parallel assignment. You should not allow staff to accept things as they are, if things are not where you want them to be.
Trap #3
Third, executives collide with others. If the need or plan does not seem right - too much, too little, too soon, too late, too drastic, too complicated, too costly, take the time up front to rethink it. Don't accept or involve a team of otherwise engaged staff if it doesn't seem right. But, if it needs to be done, get it done right. Sometimes a minor shift will result in a major advance.
Trap #4
Management waits too long while associates start late and over prepare. When senior managers challenge staff, there's nobody available to initiate new thinking. It's fruitful to start by examining existing systems and structures to see what can be improved quickly and without total change. For example, in a smaller Gulf Coast enterprise, lead generation may be a point of focus. Trace how a typical lead is received, handled, answered, assigned, reported, acted upon and reviewed. How can the pipeline be quickly improved? Get out of the comfort zone and into the selling zone. Don't wait!
The final word
The executive behavior traps can sabotage even the most productive organizations, especially because the traps reinforce one another in ways that senior management may not see. Grim as the solution may sound, it does have a bright side. Consider this: These traps account for such significant productivity losses, that if you're willing to confront them, you can find major gains.
If carefully focused and designed — and now trap-free — your initiatives will benefit significantly from your total life experience and propel your projects to breakthrough attainment.
So, can you relate to where you personally have encountered some of these action-limiting behaviors?
The first step may be simple awareness.
Lou Lasday creates action-oriented strategic marketing initiatives for Gulf Coast emerging companies. He has been a principal partner of an Ad Age “Top 100” marketing communications firm and regional president of the American Marketing Association. He can be reached at [email protected]