During a recent interview with a member of my client’s executive team, a leader said to me, “Nothing I do is ever good enough for [the CEO]. We’re all starting to ask ourselves why we bother trying.” When I later debriefed the assessment findings with the CEO, she said, “People consistently disappoint me. It’s always been that way. I have high standards. That’s why I get the results that I do.”
When we discussed the unintended consequences of her expectations, it had never occurred to her that she was undermining the very results she sought. Conventional management wisdom suggests that setting a high bar for employees is a good thing. But when employees can never reach that bar, those high standards become weapons, leaving bitterness and unrealized potential in their wake.
This study of more than 300 executives in 10 countries shows that approximately 35% of executives fail because of a tendency toward perfection. That’s because achievement-oriented leaders tend to be chronically dissatisfied. While you may be thinking that you’re “just pushing them to be the best,” you may actually be setting them up to fail. Step back and reconsider whether your constant pushing may have unwanted side effects. Here are a few you might see: Continue reading
We’ve all seen the signs of a floundering first-time CEO: leadership attributes and behaviors we can all agree are not only ineffective but sometimes harmful. Although well-intended, there are four damaging leadership attributes and behaviors first time CEOs often display:
• Over-helping: First time CEOs are often eager to help their new teams gain trust and build relationships. However, this instinct can occasionally turn into over-helping, which often becomes micromanaging or functional leadership.
• Egocentrism: Perhaps born from a fear of failure or insecurity, first-time CEOs often fall into the trap of being driven by their egos. They take on the hero mentality and the accompanying sense of martyrdom.
• Overcapacity: While CEOs should be eager to get involved, they shouldn’t book themselves over capacity. Frequently, first time CEOs try to do so much they become frantic and unavailable. At the worst of times, this devolves into seagull management.
• Ambiguity: At the start of a first time CEO’s tenure, it may seem like the game is moving too fast. As such, the organization may suffer from an unclear vision, strategy and culture. This can manifest in slow or poor decision making and living in ambiguity. Continue reading
By Julia Carpenter
Earlier this year, Uber hired its first ever chief diversity officer, following a string of sexual harassment claims and other PR crises for the brand. Last month, after a year plagued by controversy, the NFL posted a job opening for a head of diversity and inclusion.
Diversity officers are popping up at many other high-profile companies, too. The titles may vary — “director of diversity and inclusion,” “chief equality officer” or “head of diversity, inclusion and belonging” — but more organizations are realizing this is something that matters to their employees. It even merits an entire position (or sometimes, even its own department).
According to data from Indeed, demand for the roles has increased significantly in just the last few years. Between 2017 and 2018, Indeed postings for diversity and inclusion positions had increased by nearly 20%.
But what does a diversity officer do? Continue reading
by Gianpiero Petriglieri
Maybe you fell head over heels. Maybe your feelings grew over time. All you know is that you have what everyone is looking for, but few seem to get: A job you love. And you are about to leave it. How do you even start explaining?
The work is great. So is the organization. It’s not them. It’s you. And it was not just a moment of temptation. You have been thinking about it for a while. Even if you might regret it, you must part now. It’s the right time.
After all, you keep telling yourself, you’d better leave while it is your choice. When you still have options. You are too young to get cozy and too good to be taken for granted. You have seen what happens to those who do. One day, they get dumped unceremoniously, and what for, new talent? Or their love slowly curdles into complacency, leaving them going through the motions. No, you won’t let that happen, and ruin the memory of a great modern love.
Because that’s what it is, admit it. Sigmund Freud is often quoted saying, a century ago, that to live a good life we need to be able to love and work. These days, it seems, we must be able to love to work. We no longer want just respect, security, or money from our jobs. We want passion, fulfillment, and surprise too. We want, in a word, romance.
By Sadie Williamson
For any company, success is largely dependent on how well workers perform. I’ve long since learned that employees who perform the best are almost always those who are most engaged with their projects and teams. But you might be surprised to find out that one of the biggest contributing factors to the motivation and good feeling of an employee is often their relationship with their manager.
In a study by the OC Tanner Institute, 37 percent of employees reported recognition from management as by far the most important factor for employee motivation. A similar study found that 79 percent of people who quit their jobs do so because they don’t feel appreciated.
The most successful managers understand their responsibility for employee engagement and recognize how good employee relations contribute to a flourishing company.
Unfortunately, evidence also shows that companies are not taking steps to equip their managers to handle the softer aspects of the role. A CareerBuilder survey found that 58 percent of managers reported receiving no training for their current position. While there is no instruction manual or rule book on managing and leading people, my time in the corporate world has taught me that there are steps that you can take to navigate this complicated responsibility. Continue reading