Seven Mistakes That Kill a Leader's Credibility
7 February 2014
Read by 2361 persons
Running, constantly apologizing, counter-attacking... Acting impulsively can damage your image as a manager and harm your career. Beware of inappropriate attitudes that show you haven't grasped the importance of your position. Decryption by Elena Fourès, leadership expert and founder of the Idem per Idem firm.
A manager must be able to self-govern and remain consistent in their behavior and words with their role. They need to gain enough perspective on situations to be listened to, followed, and respected. Otherwise, they will lose credibility in the company. This necessary awareness is unfortunately not taught in any Business School or MBA program. Seven frequent missteps and their decryption.
1. Appearing "rushed"
Running in the hallways proclaiming "I'm overwhelmed," "I'm drowning." With such behavior, you're not managing your time, but your time is managing you. You will appear to others, and your superiors, as "overwhelmed," having reached your skill limit. Goodbye promotions, key assignments, salary increases. Running around frantically isn't the solution.
>> To do. Set aside at least five minutes a day to take a step back; reduce your "to-do list" to what's important, delegate what's urgent.
2. Doing what everyone else does
The head of the neighboring department did a "great" workshop on managing unexpected events, and your colleague from the company across the street did too. So, that's the workshop you request from HR without further ado. A colleague successfully organizes express standing meetings, and to keep up, you immediately adopt the method without reflection. You're in reactive mode, not thoughtful action. But a leader is expected to be proactive and take initiative, not follow. Your colleagues will question your qualities in this area.
>> To do. Identify your needs, provide appropriate solutions, and stay authentic: take time to choose stress management training if needed, organize meetings facilitated by a colleague in rotation, in short, find ideas that suit you, etc.
3. Apologizing for speaking
"Would you mind if I mention the exact figures?", "With your permission, may I say that..." You are a decision-maker; go ahead, be assertive. Be careful not to be intimidated by senior management or the "experts"; you risk putting yourself in a position of inferiority.
>> To say. In a meeting: "Do you need the exact figures?", "I'd like to point out that..."
4. Trying to appear young
For fear of being considered old-fashioned, some managers adopt "trendy" expressions (which sometimes are no longer trendy...) or up-to-date looks. Beyond the question of age, the issue is maintaining the right distance from the team and not undermining your authority by adopting the codes of Generation Y or Z.
>> To do. Stay yourself, assert your taste, your style, provided they are understated and in line with the company culture.
5. Constantly justifying yourself
Saying "no" to your boss is tricky. The risk is to remain silent or to get lost in endless explanations with many details. Too many justifications can be a sign of submission. But you are in your right. No need to list rational arguments with "I'm sorry, but...", "I can't because..." Working until 10 pm to finish that file tonight is impossible. Take responsibility.
>> To say. Looking your superior in the eye: "I can't do this task now. Tomorrow, yes."
6. Working in a mess
In your office, books overflow the shelves. Your PC is covered with sticky notes. Sure, you can find your way around, and it stimulates your creativity, but others, including your colleagues, may be disconcerted. For them, the disorder is also in your head. However, a leader must be able to prioritize and focus on the essentials. It's better if this is visible.
>> To do. Tidy up once the task is completed. By clearing the space, you assert yourself.
7. Responding immediately
A superior provokes you? A colleague openly attacks you? "The red color of that shirt hurts my eyes!"... "Ah, that's typical feminine logic." Avoid getting into the arena to reply at the same level as your attacker with words like "I like red, it wakes up the sleepyheads" or "And what about masculine logic then?" It will be even worse if your voice goes high-pitched. Filter your emotions.
>> To say. "Excuse me, can you repeat that?", to shift the responsibility back to your attacker. Or "How is your comment related to the topic of our meeting?"
Marie-Madeleine Sève.
Lentreprise.lexpress.fr
Posted online February 7, 2014.
A manager must be able to self-govern and remain consistent in their behavior and words with their role. They need to gain enough perspective on situations to be listened to, followed, and respected. Otherwise, they will lose credibility in the company. This necessary awareness is unfortunately not taught in any Business School or MBA program. Seven frequent missteps and their decryption.
1. Appearing "rushed"
Running in the hallways proclaiming "I'm overwhelmed," "I'm drowning." With such behavior, you're not managing your time, but your time is managing you. You will appear to others, and your superiors, as "overwhelmed," having reached your skill limit. Goodbye promotions, key assignments, salary increases. Running around frantically isn't the solution.
>> To do. Set aside at least five minutes a day to take a step back; reduce your "to-do list" to what's important, delegate what's urgent.
2. Doing what everyone else does
The head of the neighboring department did a "great" workshop on managing unexpected events, and your colleague from the company across the street did too. So, that's the workshop you request from HR without further ado. A colleague successfully organizes express standing meetings, and to keep up, you immediately adopt the method without reflection. You're in reactive mode, not thoughtful action. But a leader is expected to be proactive and take initiative, not follow. Your colleagues will question your qualities in this area.
>> To do. Identify your needs, provide appropriate solutions, and stay authentic: take time to choose stress management training if needed, organize meetings facilitated by a colleague in rotation, in short, find ideas that suit you, etc.
3. Apologizing for speaking
"Would you mind if I mention the exact figures?", "With your permission, may I say that..." You are a decision-maker; go ahead, be assertive. Be careful not to be intimidated by senior management or the "experts"; you risk putting yourself in a position of inferiority.
>> To say. In a meeting: "Do you need the exact figures?", "I'd like to point out that..."
4. Trying to appear young
For fear of being considered old-fashioned, some managers adopt "trendy" expressions (which sometimes are no longer trendy...) or up-to-date looks. Beyond the question of age, the issue is maintaining the right distance from the team and not undermining your authority by adopting the codes of Generation Y or Z.
>> To do. Stay yourself, assert your taste, your style, provided they are understated and in line with the company culture.
5. Constantly justifying yourself
Saying "no" to your boss is tricky. The risk is to remain silent or to get lost in endless explanations with many details. Too many justifications can be a sign of submission. But you are in your right. No need to list rational arguments with "I'm sorry, but...", "I can't because..." Working until 10 pm to finish that file tonight is impossible. Take responsibility.
>> To say. Looking your superior in the eye: "I can't do this task now. Tomorrow, yes."
6. Working in a mess
In your office, books overflow the shelves. Your PC is covered with sticky notes. Sure, you can find your way around, and it stimulates your creativity, but others, including your colleagues, may be disconcerted. For them, the disorder is also in your head. However, a leader must be able to prioritize and focus on the essentials. It's better if this is visible.
>> To do. Tidy up once the task is completed. By clearing the space, you assert yourself.
7. Responding immediately
A superior provokes you? A colleague openly attacks you? "The red color of that shirt hurts my eyes!"... "Ah, that's typical feminine logic." Avoid getting into the arena to reply at the same level as your attacker with words like "I like red, it wakes up the sleepyheads" or "And what about masculine logic then?" It will be even worse if your voice goes high-pitched. Filter your emotions.
>> To say. "Excuse me, can you repeat that?", to shift the responsibility back to your attacker. Or "How is your comment related to the topic of our meeting?"
Marie-Madeleine Sève.
Lentreprise.lexpress.fr
Posted online February 7, 2014.
