As Human Resources leaders, we care deeply about leadership competencies in two ways:
- The first, is putting forth the effort to identify, develop, and implement them.
- The second, which is BY FAR the one we immediately forget, is to hold our leaders accountable to live up to those competencies.
Things Happen
Every day we're challenged as unexpected circumstances arise. These aren't necessarily 'bad things' but they do require attention. Our attention.
For example...new initiatives are planned and launched...milestones must not only be met, but a significant amount of effort must go into reaching those milestones on schedule...
But somehow, things aren't moving along as they should.
Another example...outdated policies and practices are identified that no longer make sense (think anything your organization has written relative to social media, employer brand strategies, or sharing content)...yet, somehow, no one ever gets around to being courageous enough to challenge the old-school thinking in the compliance department...
So yet again, things aren't moving along as they should.
Not Unwilling...Just Unable
Back to leadership competencies. We write them. We agonize over the exact words that will represent what our organization values most in our leaders. We roll them out through training and communication plans, and ultimately integrate them into job descriptions.
Why then, after all of that effort, do we allow leaders to avoid living up to them? How is it that so much high quality work can be so quickly squandered when "leaders" appear to choose not to follow through and execute?
I submit that it is for one simple reason. It's not that they don't want to do the hard work. I am convinced more than ever, that many leaders simply can not do it.
The over-inflated arrogance they carry with them consistently crashes and burns for all to see when projects do not move forward.
They can not respond to the challenge, and when leaders are unable, they no longer deserve to serve in that role.
Harsh? Honestly friends, I don't think so.
How About You
Take a look at your leaders, and compare their behavior with the leadership competencies you've committed to as an organization. Who consistently misses the mark, despite intervention, support, and 'fresh starts?'
Something to think about.
I'd love to hear from you.
No Excuses.
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"That time I pushed for what I thought was best, without really listening to what my colleagues were telling me."
I should have known better.
"When I didn't take the time to fully understand all of the politics involved."
I should have known better.
"The new policy I thought would be so good for the bottom line, but didn't realize how ill-prepared I was with the communication plan."
I should have known better.
"I wish the others could have seen how important that was...what's wrong with them?"
I should have known better.
"I wasn't threatened by them...I just needed to have things go my way...and be really popular."
I should have known better.
How About You
Who on your team needs a healthy dose of "should have known better?" Go tell them. Be firm. Stop treating them like they will break in two, or that chaos will follow. They need your coaching wisdom, and bold leadership.
Tell them today.
I'd love to hear from you.
No Excuses.
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When I started my career I used to worry about a lot of things. Sometimes the level of worry stopped me from getting my work done. At other times I moved so slowly that when I finally did make a decision it was so agonizingly late that it didn't impact the situation at all.
Worry is not only over rated...it is completely useless.
Completely. Useless.
I Used to Worry About
1) Looking bad in front of my colleagues
But I don't care anymore because now I focus on doing the right thing regardless of what they think.
2) Confronting my colleagues because they may not "like me"
But I don't care anymore, because it actually hurts them and my organization when accountability becomes optional.
3) Adopting "best practices"
But I don't care anymore, because someone else's best practice has little or nothing to do with my corporate culture, team, technology, or values.
4) Taking risks
But I don't care anymore, because I learned that taking risks is the only way to achieve breakthrough performance.
How About You
Do you play it safe and benchmark your work to justify every move you make? How's that working out for you?
Maybe it's time you stopped caring too? You may just make the biggest impact of your career.
I'd love to hear from you.
No Excuses.
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"Cowardice asks the question is it safe?
Expediency asks the question is it politic?
Vanity asks the question is it popular?
But conscience asks the question is it right?
And there comes a time when one must take a position that is neither safe, nor politic, nor popular but one must take it because it is right."
- Martin Luther King, Jr.
How About You
When was the last time you didn't worry about being politically-correct? Over the last 30 days, when did you decide not to play it safe? When was the last time you actually took a risk? Isn't that what leaders are supposed to do?
I'd love to hear from you.
No Excuses.
pic and quote from WUFYS
I submit that it is for one simple reason. It's not that they don't want to do the hard work. I am convinced more than ever, that many leaders simply can not do it. 
