Senior executives, familiar with annual performance reviews and 360-degree assessments, are often quick to acknowledge that certain aspects of their leadership weakness need to work more. These might include having better time management skills, being more empathetic with coworkers, or focusing more on their team. The reviews represent an exercise in self-awareness that the majority leader performs, believing they will accurately determine the areas they have to enhance.
But what happens once you ask the team members what they think the boss should work on to be a more practical leader? The results are both unexpected and revelatory and have implications not just for a leader’s performance but also for their company.
What Leads to this Decline?
Weak sides can be the Achilles heel of leadership. Leadership weaknesses are perspectives that we can purposefully reinforce with training, time, or want. Blind spots, notwithstanding, are close to personal attributes or viewpoints we don’t think about that may restrict how we act, respond, act or accept, and thusly breaking point or effectiveness.
Leadership Weakness that they need to Improve
The broad examination focuses on leadership weakness. There are, nonetheless, ten vulnerable center sides that present most of the time. These are:
- Facing everything alone (being reluctant to request help)
- Being uncaring of your conduct on others (being uninformed of how you appear)
- Having an “I know” disposition (esteeming being directly above everything else)
- Maintaining a strategic distance from the troublesome discussions (struggle shirking)
- Accusing others or conditions (playing victim card; rejecting obligation)
- Taking responsibility casually (not regarding the other individual’s time, vitality, assets)
- Plotting against others (driven by an individual plan)
- Not making an emotional commitment (passionate coercion)
- Don’t take a stand (absence of a duty to a position)
- Enduring “adequate” (low principles for execution)
Notwithstanding the vulnerable personal sides, weak sides also emerge in groups, associations, and in-market understanding.
Identifying your blind spots isn’t a simple task. As a leader, you need to be bold and brave to consult those around you for honest feedback; and so be humble, open, and vulnerable while receiving that feedback, because you’ll not like what you hear. However, the transformational impact you want to have on others once you’re conscious of your leadership weakness and take action to mitigate them will be profound and make the difference between an ordinary team and an exceptional one.
The conclusion is that leaders are mostly oblivious to the way their colleagues view their leadership weaknesses. These disconnects have consequences. Leaders’ blind spots can limit their opportunities, impede their performance, and ultimately weigh down their careers. For executives within the most crucial roles, these limitations can even hamper their organization’s ability to execute its strategy. Because the stakes are so high at the highest of a company, identifying and addressing leadership weakness should be a priority for boards, for heads of leadership development programs, and, most significant, for executives themselves.
The advantage of getting a big data set is that the conversation may be taken away from the realm of opinion and into the world of facts. This effort shows a leader where she or he’s missing the purpose, based on the knowledge collected, and underscores the fact that this can be a typical problem. Leaders everywhere have an equivalent difficulty in assessing their weaknesses.
This list of common blind spots isn’t meant to be viewed as revelatory in and of itself. The fact that the assessed executives and their assessors agreed on the most ten areas for leaders’ self-improvement should indicate that folks share an archetypal view of excellent leadership traits. The challenges to developing those are acknowledged. Strategies exist for addressing shortfalls in each area — they only got to be deliberately organized into readily accessible methods and approaches.
The new and essential insight is the exact measurement of how markedly unaware of their leadership weakness. Albeit the assessors’ perceptions are technically inaccurate — if, for example, a leader incorporates a clear long-term strategy and aligned priorities — the fact that people who look to that leader don’t see that internal clarity translated into organizational understanding. It indicates that the perception of the people being led trumps the leader’s assessment of reality.
Illuminating such disconnects is actionable. It’s up to both individual executives and the learning and development to broadly spot the leadership weakness. It’s the board’s opportunity to link accountability for understanding one’s blind spots to succession decisions for crucial roles. Making leaders conscious of their blind spots and ensuring they take actions to correct them will create benefits for the organizations, the leaders, and the people they lead.