So many books, articles, blog entries and even “tweets” have been written about leadership, that this one runs the risk of falling on deaf (or at least severely fatigued) ears. But the concept that I want to share is so basic and easily implemented that it is worth the next five minutes of your life to read about it.
I’ve spent a career, first as a senior executive and now as a coach to senior executives, identifying the drivers of improved leadership capability. The goal of my coaching is to equip others with the tools to make step-change improvement easily actionable. Though these individuals and their needs have been as varied as their circumstances, they share the same prerequisite to accomplish their goals. This prerequisite is the need to know themselves.
Most executives spend a majority of their career climbing the “ladder of success.” They begin in entry level positions where their co-workers often double as friends. These co-worker friends seamlessly blend these roles and share open and honest dialogue with one-another. Inevitably, one of the group begins to land those oh-so-coveted promotions, and systematically begins to replace “peers” with “employees.” One day that lucky individual looks around and realizes the truth in the old adage that “it’s lonely at the top.”
The problem is more than loneliness for the executive. You may be thinking, “cry me a river, poor guy’s lonely, that’s why he gets paid the big bucks.” But the problem isn’t the loneliness, but rather it’s first cousin, isolation. When the executive becomes isolated, then their feedback inevitably dries up. This happens for a variety of reasons, but mostly because of the new status as “boss” and the accompanying ability to impact others’ financial well being. Once the feedback dries up, the executive loses their ability to calibrate their behavior. They begin to rely on their own counsel and calibrate themselves against themselves. Not good.
I always begin my coaching by interviewing a number of people who work with the executive. The goal is to reintroduce the executive to the feedback that has withered away, often without their realization. The feedback is almost always illuminating and most executives do something about it. The good news is that you do not have to wait for me to solicit feedback.
There are plenty of ways to receive feedback from people, especially those that work for you. Confidential 360 degree questionnaires are popular. I, however, am a believer in good old fashioned conversations. The kind where you honestly ask for feedback, listen intently and take action. There are lots of other approaches as well. Find one that works for you. Then and only then, will you be a leader who truly knows yourself.