The Seven Deadly Sins of Leading
To successfully lead you must avoid the following ways of doing business:
Number 1: Focusing Only on What’s Wrong
Too many leaders adopt a “no news is good news” approach to managing their staff. If an employee isn’t screwing up, the manager basically leaves them alone. But knowledge workers want to be recognized. Positive encouragement highlights their talents, helps them continue moving in the right direction, and fuels their enthusiasm to offer more. Avoid focusing only on what’s wrong, and acknowledge what’s going right.
Number 2: Ignoring Poor Performers
High-performing knowledge workers expect you to deal with poor performers—otherwise the problem lands in their laps. You may have to reassign an individual to an area where their talents are better suited—or re-evaluate their position in the organization altogether. In either case it means paying attention to the problems and taking corrective action. Don’t let a poor performer derail the progress and motivation of other employees.
Number 3: Neglecting Employees
Knowledge workers need your time and attention. They don’t need a lot of it but they definitely need some. In today’s busy workplace, leaders can go for weeks without checking in or talking with employees about how they are doing. You may not feel the need to communicate if you know projects are on track—but employees definitely need to connect. Regular checkins and one-on-one meetings with employees keep knowledge workers motivated and momentum strong. Make sure you spend adequate time with each individual.
Number 4: Overlooking Boredom and Talent Misfit
Job uncertainty and fear of change may prevent employees from speaking up about a change that’s needed. It’s your job to notice when individuals start losing interest, are struggling in their current position, or are slacking off. We know from research that the longer employees stay in the same job, the less energy and motivation they have for the position. Maintaining high performance requires shaking things up. Address these issues head-on instead of letting them linger. Most knowledge workers don’t get any satisfaction in just getting by. You do no one a service by allowing a bad fit to continue. Tough love with self and others is part of moving into the new economy.
Number 5: Failing to Give Useful Feedback
In corporate life, no one wants to hear, “This isn’t working.” However, employees need feedback. No matter how exceptional the individual, there are times when he might shoot himself in the foot without knowing it. A wise leader helps knowledge workers see problems and address the issues. Ideally you don’t wait until there is a crisis to raise a touchy subject and give feedback.
Number 6: Saying “Yes” to Everything
Help knowledge workers curb their appetite to work on interesting projects that are unrelated to business priorities. No matter how exciting a project is, you must encourage knowledge workers to ask, “Is this project contributing to the primary goals of the business? Can I justify the time and energy I’m spending on it? Will this initiative, new project, strategic initiative, or R&D effort produce the outcomes we want?” Many times, knowledge workers will bite off more than they can chew. A wise leader helps employees set limits and say no—for their own sake as well as the sake of the business. They encourage employees to ask the tough questions and take a stand so valuable resources aren’t wasted.
Number 7: Keeping Employees in the Dark
Knowledge workers need information to be effective. Good communication about strategic priorities and political realities helps them contribute in meaningful ways. With this knowledge, they can make better decisions, involve the right people, avoid missteps, and move in the right direction. Without this essential information, they waste valuable time and resources on projects that are irrelevant. Nothing annoys a knowledge worker more than wasting time on meaningless activities. It’s your job to keep knowledge workers in the communication loop so they can make good decisions about their time.
