The Biggest Mistake NEW Leaders Make

As a follow-up to our discussion about the Biggest Mistakes Team Leaders make,Bruce Harpham, a project management education expert, offers his insights on the biggest mistakes NEW leaders make. Mark Twain said, “Good judgement is the result of experience and experience the result of bad judgement.” When we made errors in judgement, it’s important to learn from that experience. Fortunately, you don’t have to experience every leadership mistake personally in order to grow your skills. New leaders face special challenges as they adapt to new responsibilities. There are two kinds of new leaders: experienced leaders who join a new organization and rookie leaders. Experienced leaders changing roles, consider the outsider CEO trend. For example, IBM hired Lou Gerstner as CEO in 1990s rather than promoting from within. A few years ago, Ed Whitacre took over as CEO at General Motors even though he had limited experience in the automotive industry. Rookie leaders face a different challenge. Switching from individual contributor role to a leadership role is stressful. There are plenty of new habits to build and new skills to learn. Both types of new leaders are vulnerable to four failures outlined in this article. With the right planning and attitude, you can avoid all of these leadership failures.

1 – Failure to build relationships

Relationships are what make the world go round. It’s true that a new leader has some credibility by virtue of their role. If a leader assumes their formal authority and position are sufficient to lead, they will quickly run into resistance. Relationship building is important for everyone. If you are an executive appointed to lead an organization of several hundred people, then you need to go out and visit people. There’s nothing worse than a new and unknown executive issuing orders from their office by email. Take the time to introduce yourself and learn what your people are working on. Action: for the first week (longer for larger organizations) as a new leader, focus on meeting people over coffee and lunch. Those relationship building efforts will pay dividends in the future.

2- Failure to focus on strategy

Ian McAllister, General Manager at Amazon, reports that one of his greatest challenges as a new manager was thinking too small. I have seen this failure happen with highly skilled technical professionals. When you draw your confidence from technical skills and accomplishments, it is tempting to jump in and work alongside your team. Unfortunately, diving deep into operational details carries a heavy opportunity cost. You have less energy to think about strategy. That means less time to think about developing your people. It also means less energy to consider the big picture threats facing your organization. Action: when a team member asks for your direct involvement on a work task, search for solutions that do not involve your involvement. Often, that will mean suggesting they seek help from a more experienced team member.

3- Failure to balance personal and organizational ambition

Ambition is one of the defining qualities of successful leaders. Like any strength, it can be overused or used ineffectively. How can you tell if your self-confidence and ambition are hurting more than helping you? You simply need to consider a few key questions:

  • How do you communicate your accomplishments as a leader? Do you give credit to your team?
  • Do you write thank you notes regularly?
  • Privately, how often do you think about your annual bonus versus the organization’s growth goals?

According to Jim Collins, author of “Good To Great,” truly great leaders are ambitious for their organizations, rather than seeking personal celebrity. Action: review your organization’s goals weekly to ensure your actions are contributing to the organization rather than building an empire.

4 – Failure to recover from mistakes professionally

Nobody likes to make mistakes. Leadership errors and misjudgments are especially painful. Failure to acknowledge your mistakes and move on ultimately hurts your credibility. Few people expect perfection in leaders – don’t mistake that realism for thinking you can get away with mistakes. Consider the example of Robert McNamara, U.S. Secretary of Defense during the Vietnam War. The war went badly for years and McNamara refused to communicate the extent of the administration’s errors. As a result, American trust in government declined for decades afterwards. Action: Review your past leadership mistakes and explore how (or whether) you fully recovered from these mistakes.

Learm more about Bruce here.

The Insiders Guide to Micromanagement

I’ve yet to meet a manager who admits to being a micro-manager, but according to micro-management expert Harry Chambers and other corroborating research, the majority of workers indicate that micro-management has interfered with job performance.

I imagine the disconnect is that it’s rarely an either/or situation. Micro-managing is a dysfunctional behavior that most leaders fall into from time to time. So how do you know if you’re slipping into the micro-management trap?

Symptoms of a Micro-manager

It’s easy to spot micro-management when we’re the ones being micro-managed, if we’re the culprit. The best list of symptoms of micro-management I’ve found is this article in the Public Personnel Management Journal.

Here Are A Few:
  • Overseeing workers too closely and telling people what to do and how to do it. Constantly monitoring even your best employees.
  • Going alone to the bosses office so sub-or­dinates don’t get credit. Becoming irritated when they aren’t consulted in decisions. Exploding when their boss by-passes them and goes directly to the team.
  • Obsessing about details. Confusing accuracy with precision (e.g. keeping track of the number of copies made on the Xerox machine).
  • Frequently calling the office while on vacation.
  • Creating deadlines for deadlines sake. Demanding overly frequent and unnecessary written status reports.
  • Creating bottlenecks because they are too busing trying to do all the jobs of the organization.

Why Do Managers Micro-manage?

The biggest cause of micro-management is insecurity, followed closely by a #2 of working for a micro-manager. Lacking the ability to set clear expectation or just feeling uncomfortable in a leadership role also enter into the mix.

What’s the Best Way to Kick the Micro-managing Habit?

  1. Consider Your Motives– What is causing you to micro-manage? Get a mentor or coach to help you get underneath the root cause. Ask for feedback from your team.
  2. Get the right team- If you just can’t trust this team, but you have trusted teams in the past, it may be time to take a look at your players.
  3. Set clear expectations – Establishing clear direction up front is the first step to empowerment. Tell your team where you need them to go, but not how to get there.
  4. Develop a robust communication system – Consider what information you really need at what frequency. Develop a cadence that make updates easy.
  5. Give Clear Feedback– The worst kind of micro-management is recycling feedback. If something isn’t right, be very clear about what you need to avoid endless rework and wasted time.

Note: Micro-management surfaced as an important theme in response to my post: The Biggest Mistakes Team Leaders Make. If you missed that post, take a quick look so you can join the fun. We’re working on a crowd-sourced e-book that will be free to all LGL subscribers. I’m taking your thoughts on the biggest mistakes and teeing them up in posts for additional discussion and story collection. Then I’ll gather your insights and weave them in to our book. Hope you will join the fun. P.S. We’ll sprinkle our e-book making posts in amongst our general LGL fare.

Help Write The Story

Ways to share you input for the e-book. Please add notes to the comment section.

  1. Stories of micro-managers– Come on this will be the most fun to read (change the names to protect these folks – bless their hearts).
  2. Strengthen my lists
    • What are the symptoms of micro-management?
    • Why do managers micro-manage?
    • What’s the best way to break your own micro-managing habit?
  3. Start your own list: What’s the best way to deal with a micro-managing manager?

The Biggest Mistakes Team Leaders Make

Go into almost any company and ask employees what annoys them most about the leaders in charge, and the list is remarkably consistent. love this Harvard Business Review video,The Biggest Mistake a Leader Can Make. If you watch it, my guess is you’ll be singing right along.

In fact, you may even think:

See that! I’m a great leadership thinker too. I would fit right in on that video.

Which is why I’m inviting you to play along with our next crowd-sourced adventure: A look at the biggest mistakes team leaders make.

“If I had my life to live over again, I’d make the same mistakes, only sooner.”
~ Tallulah Bankhead (YouTube)

The team leader’s job is arguably the toughest job in most companies and organizations. Team leaders operate under constant pressure- up-down-and sideways- coupled with limited control. Just as the HBR crowd found remarkable consistency in the biggest mistakes leaders make at the top, I’ve found similar consistency with the mistakes team leaders make at the front line. It’s not the same struggles that happen in the leadership stratosphere, the pressures vary and so do the mistakes. Here’s a few that come to mind. What would you add?

The Biggest Mistakes Team Leaders Make

  1. Under-communicating the big picture – People don’t understand WHY they are being asked to do what they do. The team yearns for meaning to inspire their work.
  2. Failure to identify a galvanizing goal – Teams need to know that THEY can make a difference based on their actions. It’s a mistake to think that the company’s mission will be enough to rally the team at a local level.
  3. Over-telling – If leaders keep giving away the answers, they’ll keep asking, and you’ll have one brain at work instead of ten. Ask more questions. Leverage each team members’ strengths to cull-out their leadership. Encourage them to work together and support one another.
  4. Avoiding the tough Conversations – It’s easy to look the other way or to let poor performance slide. Not telling people the truth will hurt your results, drag down the team, and stagnate growth.
  5. Lack of Connection – Too many team leaders get scared off by the HR warnings about not getting too close to their team. They manage them like employees instead of connecting as humans. Always err on getting to know your team and how they roll. Sure you should be careful of hanging out with them as traditional friends, but ensure your conversations are real and heartfelt. Your team will connect with customers and the work that they do if they are first connecting with you and with one another.
  6. Succumbing to gravity – Team leaders can’t change everything but they can change some things. Your job is to remove roadblocks. If something feels stupid, it probably is. Do what you can to manage up and sideways to make your team’s job easier.
  7.  Short-Term Focus – It’s always urgent, and there’s never time for the long-term investment in people and processes that will impact the business. This can work for a week or so, but beyond that, you’re doing substantial long-term damage to your team. Ensure every day includes real work toward longer-term goals.
  8. Accepting What Is – Leaders see what’s possible. It’s easy to get caught up in the way we’ve always done things, particularly if you have a formula that works. If you’re creating break-through results and turning heads, slow down, look around and talk with your team about what you could be doing differently.
  9. Your Turn
  10. Your Friend’s Turn (please pass along and ask others to help

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