An alternative title for this article could have been: “9 Managers You Probably Wouldn’t Have Wanted to Work With”.
The term “leadership“‘ seems to appear more frequently in business publications these days than “people” or “talent”.
It’s not merely a suggestion; it’s a mandate: managers must become leaders if they aren’t already.
As a result, very few managers don’t regard themselves as, or ambition to turn into, leaders.
Regardless of the nuances behind “leadership”, we certainly agree that a key characteristic of true leaders is their ability to inspire and transform a group into a cohesive team.
And it’s a good thing, as well-motivated teams can perform wonders.
Being in charge of a team or an organization is undeniably challenging.
Dealing with human material requires consideration, acknowledging that individuals bring unique reasoning and valuable input that translates into exceptional results.
While leadership styles may vary, the ambition to lead, utilizing motivation and conviction as levers, should be considered a prerequisite.
Here are several true stories involving C-level executives who don’t exactly follow these principles.
➡️ Addressing the Entire Company
🔺”Our mission is to increase shareholders’ value.” (not a word about the clients or the team).
🔺”We will lay off people; I don’t know when and I don’t know how many.”
🔺”You’ve overscored last year’s objectives by 20%. Now is a new year, and we must stop congratulating each other and move on.”
🔺 The newly recruited CEO at company X: “We just won a great deal against company Y. Congratulations to all! One of the key reasons was our better speed or reaction and closeness to the client”. Note: the newly recruited CEO at company X was the previous CEO at company Y where he held the position for several years.
➡️ Addressing the Management Team
🔺Right after the COVID lockdown ended: “Now that we can return to the office, working remotely is no longer an option, especially as I believe some of you and some of your team members took advantage of remote work to work less.”
🔺Preparing to cut costs: “Make a list of people to lay off. Focus on how much it costs to lay off. Put the lowest severance packages (and therefore cheapest to lay off) on top of the list, regardless of their competence and past achievements.”
🔺”Build up a new sales compensation plan for your team. It must be more attractive, but in total, I don’t want to pay more commissions than last year.”
➡️ In a One-on-One
🔺During a job interview, the recruiting party’s response to the candidate when asked about the counterpart of their very demanding expectations: “If you reach your objectives, you stay.”
🔺To the newly hired: “Good to see you’re integrated, but realize we also disintegrate fast.”
While leaders may have weaknesses and diverse styles, the examples above illustrate two hardwired principles:
- People don’t leave a company; they leave a manager.
- In environments that demand the “extra mile” as a structural pattern, in the long run, financial rewards won’t compensate for a lack of consideration.
Conclusion
“Leadership” and “inspiration” are two words that naturally go hand in hand, and it is imperative that this synergy is manifested through actions.
👉 Tip: The elevator is not the only place to connect with your employees. Similar to captains on large ships, it is always recommended and appreciated to visit and engage with the crew.
In the demanding landscape of business, never forget the impact of genuine leadership. The top might be lonely, but a leader’s journey is never solitary when guided by a motivated and valued team.
👉 Ready to elevate your leadership game and build a motivated, high-performing team?
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