Leadership is not a position on the podium: it is a point on the starting grid that, once the race has started, must be maintained and defended, corner after corner.
The leadership position must be preserved with a spirit of initiative and empathy, it must be protected with openness and flexibility, it must be increased with motivation and cooperation.
Because, during the race, a wrong overtaking can be enough to go off the track, damage the car, and need the team’s help.
At times of greatest need though, it’s not uncommon not to find anyone in the pits.
If the leader aboard the racing car is short-sighted, focused only on himself and on his own race, he may not notice that the team is gone and that the team has abandoned him. The garage door is down. The race is over.
When leadership is not recognized, the manager is at risk of mutiny and can suddenly find himself alone.
What are the warning signs that may indicate that the team is not motivated and involved and that the group does not recognize its boss as such?
Here are 3 behaviors not to be underestimated.
1. “I am surrounded by irresponsible people”
Impossible, dear leaders. It is much more likely that you are the reason for a collective loss of motivation and desire to do.
Have a sincere examination of conscience: are you perfectionists, all-rounders, supporters of “I do it better”?
Here’s the mystery revealed: the team knows – after suffering countless mortifications – that you are only satisfied when things are done by you, your way. Because you stick your nose into everything, put your mouth into every detail, you want to decide every little aspect of office life.
And the team? It switches off your brain, folds your arms and lets you do it, abandoning any spirit of initiative.
And when resources get tired of being parked in a corner they will leave, looking for a new place where they can actively contribute to the success of a group.
2. “I’m always right”
Sounds good?
Maybe yes.
But what does the other side of the coin sound like: “Others are always wrong”?
Bad, very bad.
But it is reality when you are faced with a leader – or presumed one – who prevails over his team or stakeholders, always managing to tick the final word: the leader does not contradict himself and, with some stomach ache, the group always pleases him.
If you think it’s nice to always win, think about the sensations experienced by those who, on the other hand, are constantly not listened to and not taken into consideration.
You will understand how, never being able to pass on your own idea, in the long run translates into a loss of motivation and desire to commit, destroying even the best talents.
3. “My agenda first”
Sure, you are the leader and, as the tip of the iceberg of the entire team, you are the one most exposed to shocks and last-minute urgencies: the CEO can call at any moment – and force you to cancel the periodic meeting with your team – or an emergency may require your presence at the other end of the country – causing you to run on a plane and leave the team without directives waiting for your return.
The unexpected can happen, and it is physiological. But if your agenda, with its schizophrenic commitments, prevails daily on that of your collaborators, causing sudden meeting calls or sudden cancellations of long-standing commitments, the group could suffer.
The team may have been waiting for the monthly recurring meeting to bring you a series of key points, or they may have organized a presentation to let you know of a new project that needs to be developed urgently. But even today, like last month and the one before, you blew up the meeting, shouting “sorry, but the CEO urgently wants me”.
Warning: this behavior seriously damages the leader’s health and can cause him to lose the following and support. Under these conditions the team feels unimportant and undervalued and complains of isolation and lack of involvement. The next step? Farewell.
Do you recognize yourself in one or more of these situations?
Admitting it is already the first step. The second one? Abandon these behaviors immediately and hold the steering wheel of leadership, putting yourself at the service of the team and working as a team.
Encourage participation and ask the group for frequent feedback on your leadership style: giving them the power to evaluate you is the first – wise – move to gain acceptance and recognition.