Better Business Results Start with You - How Leaders Learn to Lead Better, Part 1
In this three-part series, we’ll examine senior leadership-types we’ve coached, who, while talented, passionate and experienced, weren’t getting the results they had hoped for. In part 1 of the series, we’ll look at the strategies Marcus used to find trust in his team, as well as the ensuing results.
Marcus, the Non-Delegating Leader
In my profession as a C-Level and CEO coach, I’m privileged to work with some amazing and talented senior leaders. They all possess a bevy of skills required to not only get the job done right, but to do it with the passion, experience and grit to make a significant difference.
Yet, each of the leaders profiled in this series was not even close to getting the results they had envisioned for their careers, their team or their company.
As I began working with each of these leaders, common denominators began to emerge in each of their cases. Their careers were stagnating, they were experiencing high levels of frustration and admitted that their energy levels had dwindled. No matter how hard they worked, it just wasn’t enough to get the job done. They had even begun daydreaming of finding another position.
Something had to change.
When I first met Marcus, he was working constantly and had no time for himself or his family. He had a team he didn’t trust and felt certain that he had no viable successors.
He spent a lot of time keeping the peace, correcting other people’s work and putting out fires when things didn’t go according to plan.
Marcus had a tendency to concentrate his energy on what other people were thinking and felt a need to make sure everyone was happy. He had difficulty trusting and letting go, much less delegating anything. He also had a pattern of playing the tough father-figure role.
As we continued to work together, Marcus discovered that he was being over-responsible to his team. He recognized how important change was for his own health, happiness and success, as well as for his team.
With actionable steps that included listening and observing rather than fixing, trusting other peoples’ abilities rather than judging and giving immediate feedback when things went wrong, Marcus was able to create a platform for lasting change.
He began to let other people do their work without running in to complete it for them. He started trusting his people. He stopped trying to keep the peace in meetings, instead, letting people speak their mind, even when it conflicted with others’ or his own ideas.
Within a year, he was promoted to a larger C-level role responsible for another department in the company. Another year later, he had two candidates he trusted — and knew either would be excellent successors to his role.
After careful consideration, he promoted one of the individuals and hasn’t looked back since.
Without the new developments in his own abilities, Marcus would not have been able to take on a different, more strategic role in his organization. He would have been too busy doing everyone else’s work and saving the day to delegate responsibilities and tasks, which are crucial for training and mentoring new leaders.
By implementing key changes to his belief system, habits and management style, Marcus saved his company $50,000-$100,000 in recruiting costs and costly learning curves. Now, Marcus enjoys the pride and peace of mind that delegating and promoting from within brings, and the company enjoys an improved bottom line. What about you? Do you delegate tasks to your team, then cringe when it doesn’t meet your expectations? Are you experiencing high levels of stress, low energy, or even apathy?
If that sounds like you, send us a message at email@example.com and our team will help you get customized, actionable steps that can help improve your — and your company’s — situation.