Are you making these 10 common leadership mistakes?
Although making mistakes is an acceptable (even expected) part of the learning process, we’d all like to avoid them when possible.
That’s why we’ve put together this list of 10 common leadership mistakes that, if avoided, can help make you a more effective leader.
Are you delegating to develop your team’s talents and skills, or just delegating to get some work off your plate? Being conscientious about giving your team members responsibilities that will expand their existing skill-sets will help you develop a well-rounded rock star team.
Micromanaging while delegating is just as much work (or more) than doing the project yourself. But even more importantly, it closes off any creativity, innovation, and expansion of skills that you might otherwise have enabled.
We can all agree that micromanaging is bad, but it is also ineffective delegation to “dump and run.” When delegating, make sure you communicate the important details of the job, provide the necessary resources (including being available as a sounding board, if needed), and make sure to always monitor progress and give sincere feedback.
In order for a new assignment to be a successful learning and development experience for your employee, it is important to debrief the project after it is completed. Discuss what went well and what changes can be made in the future for a more successful. Give specific examples of that the employee did well and discuss other assignment the employee may like to take part in to further develop skills.
Employees can sense when change is impending, and trying to conceal that information until “the time is right” is opening up the gateway for a rumor mill to start brewing. Not only does your lack of transparency create unrest in the present situation, but it also decreases trust in the future.
If you haven’t had the conversation “What do you like to do, and where do you want to go?” with each of your employees, then you are missing out on some serious team development opportunities. Your employees may have hidden passions or skills that, if developed (especially within the company), can eventually become a huge asset to the company. Being considerate of providing your employees with a long-term career strategy within the company is also massively beneficial to increasing loyalty and motivation.
You’ve probably heard the phrase “constructive criticism” before, but have you ever considered that praise can also be constructive? Using specific praise and criticism as a mechanism to provide coaching to your team members means you’re giving your employee the ability to repeat positive performances and avoid poor performances in the future.
Nobody wants to feel like a button-pusher, but with a lack of communication about how one’s work fits into the overall company picture, a job can quickly feel like busy-work. Be transparent about your team’s role in the company as a whole and how their individual contribution makes an impact, and you’re likely to see motivation skyrocket.
When we “cut our losses” on a project or choose to put it on the back-burner, it is sometimes easy to forget that the project took a lot of time and effort from some or all of your team members. Failing to recognize team members’ efforts even for unsuccessful or paused projects can quickly make your employees feel like their work and time is being taken for granted. Let your team know (with specific praise) how their skills and effort are appreciated and how you anticipate those skills will continue to provide benefit to the company in the project that is taking its place.
Passing off work doesn’t mean passing off responsibility for a project’s success or failure. One of the biggest leadership mistakes is assuming accountability ends after delegation. You’re still responsible for ensuring the task is completed successfully. Monitor progress, provide the tools and information your team needs, and offer support when necessary. If the deadline arrives and you’re surprised by the outcome, it likely means the project wasn’t monitored effectively.
Research demonstrates that people are motivated to work at a level consistent with the perception of their own competence. If you’re conscientious about instilling self-esteem, trust, and confidence in your employees then you’re setting the groundwork for them performing to those expectations.
