Fred Gatty is an executive coach and founder of Gatts Consulting, a boutique executive coaching firm.
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During one of my recent coaching sessions with an executive client, I asked him to list his top strengths. Without hesitation, he came up with a list of traits and competencies that had characterized his leadership over the years. I then asked him how these strengths have enhanced his leadership. He again listed several of his accomplishments. I proceeded further to ask how these strengths have negatively impacted his leadership.
That was the defining moment.
“What do you mean?” he asked, looking rather confused.
While this leader was profoundly proud of the contributions he had made over his career as a result of his strengths, never once did he think about how these same strengths might have negatively impacted his leadership. I’ll admit that I, too, held on to this myopic view for a long time, and it was not until I started coaching leaders that I realized how strengths can sometimes have unintended negative impacts.
Leadership is a multifaceted journey, and one of the most common misconceptions is that having strong skills and abilities is always an asset. While strengths are undoubtedly valuable, they can sometimes become a double-edged sword. As a leader, it is crucial to recognize when your strengths may be working against you and your team's success. In their Harvard Business Review article "Stop Overdoing Your Strengths," authors Robert Kaplan and Robert Kaiser made the argument that while conventional wisdom advocates that leaders focus on their strengths, it can be taken too far. They contend that dividing qualities into “strengths” and “weaknesses” implicitly ignores strengths overdone.
The following are ways a leader's perceived strengths can negatively impact their leadership.
1. Overwhelming Expectations
Strengths often set high expectations, both for the leader and the team. A leader known for their problem-solving skills may inadvertently create an environment where team members feel pressured to always have solutions. This can lead to burnout and stifle creativity as team members may fear suggesting ideas that don't measure up to the leader's expertise. Leaders need to balance their strengths with encouraging their team's growth and input.
2. Lack Of Empowerment
Leaders who excel in decision-making may find themselves making all the decisions. This was the case with my client. While making quick decisions was expected in his role as a senior executive, it often disempowered his team. When a leader's strength in decision-making becomes excessive, it can hinder innovation and limit the development of leadership skills among team members. Leaders must find a balance between making critical decisions and allowing team members to take ownership.
3. Communication Breakdown
Strong communication skills are often considered a cornerstone of effective leadership. However, leaders with exceptional communication abilities may inadvertently dominate conversations and fail to listen actively. When team members feel unheard or dismissed, it can lead to frustration, reduced morale and decreased engagement. Communication is a two-way street, and effective leaders must not only speak but also listen attentively.
4. Resistance To Change
Leaders with a strong sense of tradition and a preference for stability may resist change, even when it's necessary for the organization's growth. While consistency and tradition have their merits, excessive adherence to these values can hinder adaptability and innovation. To avoid stagnation, leaders need to balance their strengths in maintaining stability with an openness to change and evolution.
5. Micromanagement Tendencies
Leaders who excel in attention to detail might find it challenging to delegate tasks and trust their team members. Micromanagement can stifle creativity and discourage employees from taking ownership of their work. Leaders need to recognize when their attention to detail becomes excessive and inhibits their team's autonomy.
In the late 1970s and early 1980s, Steve Jobs' obsession with controlling every aspect of Apple’s operations and products led to conflicts, and ultimately he departed from the company in 1985. Although Steve Jobs went on to return to Apple in the late 1990s and played a crucial role in the company's resurgence with products like the iPod, iPhone and iPad, he had learned to adopt a more collaborative and less micromanagement-oriented approach in his second tenure. This change in leadership style contributed significantly to Apple's success during that period.
6. Overconfidence
One of the most important traits of a successful leader is confidence. A confident leader inspires trust and motivates their team. However, when confidence crosses the line into arrogance, it can be detrimental.
Popularly known as the "Iron Lady," Margaret Thatcher was a strong and determined leader who served as prime minister from 1979 to 1990, often credited with implementing significant economic and political reforms in the United Kingdom during her tenure. Thatcher's initial confidence in her policies and leadership style was seen as a positive attribute by many.
However, as her time in office continued, her confidence evolved into what some perceived as arrogance. One notable instance of this arrogance was her approach to the poll tax, a highly controversial and unpopular policy she introduced in 1989. Despite widespread protests and opposition, she remained steadfast in her support for the tax, even as it caused significant unrest and damage to her popularity. Ultimately, the poll tax played a role in her downfall as prime minister.
Arrogant leaders may alienate their team members, dismiss valuable input and fail to acknowledge their limitations. Striking a balance between confidence and humility is essential for effective leadership.
In Summary
It’s just as harmful to overdo a leadership strength as it is to underdo it. Being aware of your strengths as a leader is only half the battle. Understanding when these strengths can have a negative impact is equally vital. A successful leader knows how to strike a balance between leveraging their strengths and preventing them from becoming liabilities. By being mindful of the potential pitfalls of their strengths, leaders can lead more effectively and create more cohesive, productive and innovative teams.
Remember, leadership is a journey of continuous improvement, and embracing the dual nature of leadership is a key part of that journey.
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