Picture this: An employee, Jason, has finally had enough. He’s not a quitter, but he's convinced it’s time to move on from his current job. For the past two years, he’s been trying to make the best of the relationship with his boss and the tense work environment. Prior to this role, Jason was recognized as a top performer. He was so eager when he first joined the team. Now, he’s deflated.
Jason’s boss, Peter, is abrasive, instigates conflict among team members and will stretch the truth to protect himself. Peter misses scheduled update meetings and is often unavailable when team members need his input or direction. He often takes credit for other people’s ideas and rarely recognizes the team for their work. Jason has tried to stay positive and even encourage other team members, who have also talked about leaving. The environment is tense, stressful and unproductive.
Unfortunately, this situation is not uncommon. In my work with organizations and coaching clients, I hear similar experiences from professionals who are solid performers but are frustrated with their work environment.
A Blind Spot For The C-Suite
Executives often get trapped in bad habits, stuck in what has become comfortable. You think your approach works, but there is collateral damage. Some executives are not aware of how you come across or the damage you cause. Others believe you have to be tough to be effective. Others don’t really care.
You’ve become blind to how these bad habits are hurting you — and everyone around you. And, it’s sending a message that such leadership behavior is acceptable. Though you might say that building a values-based, inclusive culture is a priority, you’re not leading by example. Others will do as you do, not as you say. Your behavior is reflected throughout the organization.
Unfortunately, your middle layer of leaders is caught in the middle as victims of your bad habits, while trying to follow the values you say are important. Because leaders above them are not practicing the company’s stated values and behaviors, it becomes nearly impossible for mid-level leaders to break the chain of disengaging behavior. The consequences hit your bottom line in lower productivity, lower quality, slower growth and higher employee turnover.
Three Myths Sabotaging Your Leadership
In my work with executives and professionals who suffer from these behaviors, I've observed three primary myths about leadership often emerge that sabotage the C-suite’s effectiveness:
Myth No. 1: Being tough earns respect.
Truth: Respect is earned not by the power you exert over someone, but by how you appreciate their value, invest in the relationship and engage in ways that build trust.
Myth No. 2: Managing staff happens below the C-Suite, so leadership development and values-based leadership practices don’t apply to the executive team.
Truth: The culture of your organization is determined from the top. How you lead is visible and felt across all layers of the organization. The C-suite sets the tone for working relationships and the work environment.
Myth No. 3: Pressure is on to deliver. People just need to step up!
Truth: Your employees are your most valuable asset. You can’t deliver results without a committed and engaged workforce. Your most important role as leaders is investing in the human capital capacity and individual potential of those who elect each day to be part of your organization.
Seven Steps To Transforming Your Leadership And Culture
At first glance, these myths might seem to be working, but their effectiveness is short-lived with lasting detrimental impact. The good news? Transforming your personal leadership practice and organizational culture is possible. The following steps are your roadmap to change:
Define inclusive organizational and leadership principles that value people at the core of who they are. These principles become the guiding North Star that aligns your culture and behaviors around key values and serves as a GPS for everyday interactions and decisions. These principles are meaningless if not genuinely modeled by the C-suite.
Be intentional about the kind of leader you want to be. What do you want your legacy to be? How you lead complements or detracts from what you can accomplish. Consider your underlying values and how you want to be treated. Are you personally willing to align with your organization’s leadership values? Or, would they be better off without you due to your unwillingness to change?
Practice self-awareness. Being self-aware enables you to manage behaviors. Personality, behavioral and emotional intelligence assessments will help you better understand yourself and your team. Be attentive to your emotions and biases before acting or reacting to a person or situation. Observe and listen to how others react to you. Are your actions congruent with your intention and organizational expectations?
Own your behavior. With awareness comes accountability. Being a leader doesn’t mean you have to know everything or direct every detail. Be humble. Inspire the best in your team by living the values to which you’ve committed. When the pressure is on, be careful not to revert to old habits.
Courageously hold one another accountable. Transforming a culture requires everyone to be in the game. Set the expectation that everyone in the organization will embody the core values and behaviors. Graciously receive constructive feedback. Courageous accountability begins in the C-suite.
Invest in others. Your most important leadership role is helping others realize their greatest potential, which also benefits your ability to successfully achieve organizational goals. Empower your team with real accountability. Honor scheduled individual and team meetings. Make yourself accessible when your input or support is needed.
Build community. Take a genuine interest in getting to know, valuing and uplifting each individual. Inspire inclusive working relationships across the organization by reaching out and creating opportunities for connection on a fun, personal level. Employees who feel a sense of belonging in an inclusive culture willingly give their best every day.
Your employees are ready for a genuine cultural transformation. As a senior executive, change begins with you. It’s time to take that first step.
