Quels sont les problèmes courants liés à la performance des dirigeants et comment pouvez-vous les résoudre ?

Leadership performance issues are very common for a new or some times for experienced manager, if they fail to identify priorities. As an expert (advisor, specialist etc.) in a team, you only focus on the role technicality. However for a leader, a fine balance between people and result is utmost needed. There is a simple solution, you don't need to manage people to get results. You just develop your team and harness them with empowerment and role clarity. Lead and inspire them with trust to bring intended results. On time feedback, empathic communication and delegations are some of the tools to create great results.

La comunicación unidireccional en los equipos es improductiva. Si no practicas la escucha activa, si no demandas feedback, si no estás atento a las necesidades, expectativas u opiniones del grupo de trabajo, será más difícil alcanzar un entendimiento que ofrezca seguridad y confianza. El feedback debe ser bidireccional, para facilitar la motivación, el reconocimiento y la resolución de posibles errores en el desempeño.

As a leader, it is critical to spend time providing feedback to the individuals on your team. While getting the work done is important, we must never forget that the reason the work gets done is because of the people on the team. Making sure they each feel supported and appreciated includes taking the time to provide meaningful feedback.

In my experience one of the most common leadership performance issues is the lack of celebration of successes. Too often leaders are so hyper focused on getting the job done or pointing out failures, they forget to celebrate the successes from their team members and the contributions of the individuals. Innovation doesn’t happen in a vacuum, it’s happening all around us and quite often from the people directly working with us. Pay attention; recognize contributions; provide sandboxes and the time to test out new ideas 💡; and don’t forget to celebrate the wins- every one of them no matter how small.

Feedback is vital for learning and improvement. But before you go ahead and try to make what you think are blind spots visible to people, check if you can help people clear their lens first. I am talking about the need for a coaching approach, where we ask and listen what others see, before we tell them what we see. Models like the SBI can be used to develop self-awareness in people through asking and listening first.." Talk to me about X, how you felt you managed it and the impact it had on you and others" Prompting people to reflect on their own behaviours first encourages people to take ownership and is 100% better for workplace relationships. People will still need direct feedback and this can be offered, where necessary!

What does that mean? You don’t hear that often from people who don’t trust you enough to bring their problems too. You can sail the 7 C’s (clear, concise, concrete, correct, coherent, complete, and courteous) and still not have good communication because of the brick walls that you put up when your team is around. Check yourself - that is the C you should start with. Then open the dialogue for people to build trust and work with you, not against you.

We all agree that, a leader is supposed to have effective communication as an unasked quality. Now, effective communication doesn't ONLY focus on the fluency, pitch, and gestures of a leader while talking, which are important factors. But, its prime objective has to put focus on 'what is said, should be understood, too'. That's it. I, strongly believe that if someone has to end the lack of communication or uneven flow one has to understand where they are: 1. Either failing to communicate, or 2. Where the employees are unable to understand, or 3. In the worst and most unpredictable situation where the employees can't discuss their issues. To overcome, the communication gap, locating the problematic area, solves the problem.

Lack in Communication, sometimes intended, but mostly unintended causes the widest gaps in leadership performance. The basic tenets of- - Over better than under - For the receiver and not for the speaker - two-way is what completes it; of course stand but leaders should remember - 1. Consistent structured communication builds trust 2. Communication does not and will not always be about KPIs 3. The non formal channel will be stronger and more impacting - learn to use it and don't fight it 4. one size does not fit all, use all possible channels/methods of communication. Everyone consumes information differently 5. Downward communication helps execution but upward feeds strategy

Acontece frequentemente de um profissional muito bom tecnicamente ascender à função de liderança. Normalmente, por sua competência técnica destacada, quando um problema ocorre e um liderado (que não tem o mesmo skill) resolve em um tempo maior que o esperado, o próprio líder passa a resolver o problema. Eis que surge a dificuldade de delegar e desenvolver o time para que eles evoluam suas skills de forma a alcançar as metas atribuídas. É importante compreender que agora, como líder, o seu sucesso ocorre por intermédio do sucesso do seu time. Um processo de delegação eficaz passa pela identificação das competências de cada um, seus gaps e, principalmente, por feedbacks constantes. Em suma, a comunicação é fundamental!

Communication isn’t about what you say. It’s about what you do. Someone I know was recently laid off from their job, with the owner making the case that he simply couldn’t afford keeping people on. He said this while also talking about the challenges associated with building his vacation home. He couldn’t seem to connect the two, and it single-handedly changed perceptions of him. When you’re a leader, everyone is watching. And it isn’t the words that have the biggest impact. It’s your actions.

If you sit and warm your chair instead of engaging with your team regularly, then nothing is going to happen . If you get a cabin , if you sit on a senior position , take that as a blessing . Remember you need to communicate with the last mile . Remember you were also someone who started off some years back .. keep engaging with your team .. it’ll do you a world of good .

My entire career I have cherished the results of engagement of team. Owing to our working very cohesively and some mandated being always polite and respectful, celebrating each event which mattered like birthdays, marriage anniversaries, special deliveries or accomplishment and even those exiting the organisation were given a hearty farewell - this not only included the 4C, rather inculcated 4C in daily work life. The result was that we created many global benchmarks.

When engagement is low, it's like driving a car with a flat tire – you're moving, but it's slow, bumpy, and you're not getting very far. It means people aren't really invested in their work, so they're not putting in their best effort or working well together. Team members feel valued not just for their contributions to the company's goals but also for who they are as individuals. I've found that building a sense of connection is important in tackling low engagement within the team. For instance, dedicating time to discuss non-work topics like hobbies, interests, or even sharing personal anecdotes significantly boosts morale. Prioritizing personal connections leads to a more vibrant team, where everyone feels a sense of belonging.

Task of a leader is to create leaders - this entails active engagement of team members! The work environment shall be compelling enough to have a team member contemplate the spirit of ‘it is the team which wins or losses, and no individual does’, should encourage the team members to deliberate and use the argument of any other to build upon - together as a team creating values!

To optimize leadership performance and promote employee engagement, it is crucial to harness the power of technology for seamless communication and collaboration. Additionally, it is imperative to establish a culture of well-being and work-life balance by implementing robust policies that facilitate access to wellness resources. By prioritizing these initiatives, you can create a conducive environment that fosters employee satisfaction and encourages them to perform at their best.

This is one of the hardest challenges when going from and individual contributor to a leader. It’s important to not treat others how you want to be treated, but rather how they want to be treated. Some people want a lot of guidance and assurance that they are doing things right—others could see this style as extreme micromanaging. Sit down with your team to find out their style and how they like to be delegated tasks. Treating people differently at first may feel unfair to new leaders, but if your team knows that you are being equitable and personalized will allow people to know you are focused on each persons needs.

Delegation is essential for efficient team operation and leader workload management. Ineffective delegation can lead to micromanagement or team member overload. To delegate effectively, leaders should use the SMART criteria to define tasks clearly and choose the right team member based on their skills and interests. Providing clear instructions, necessary resources, and support, while monitoring progress and offering feedback, can improve delegation outcomes. Empowering team members to make decisions and solve problems within their delegated tasks can also enhance team autonomy and satisfaction.

Ineffective leadership can have detrimental effects on an organization, including low morale, decreased productivity, high turnover rates, and a lack of direction. It can lead to confusion, disengagement, and ultimately hinder the achievement of organizational goals.

When many high performing individuals moved to managerial or leadership roles, this is in the INNER VOICE. I can DO THIS EFFECTIVELY If you take up leadership role and this is your inner voice. Pause, reflect and seek help from mentors/coach. You can get out of the mindspace and start delegating. Of course you will face challenges. That's when you need to put your strategies at work to gain trust from your team and ensure your team delivers your vision.

How many followers do you have? No, not on social media. IRL. You don’t bark orders and gain followers. Another one - you don’t tell someone to do something then treat them like they are inexperienced children and micromanage them. You do look at your team and give someone a chance to excel. Stop trying to do everything, you will fail. Start looking at how to bring people in slowly so that they don’t fail when you do delegate work. People like doing things they are good at, make them good and then hand it over.

I remember a time when I was working with a team where everything was PRIORITY 0! The sense of urgency and imminent collapse was overwhelming and people were running around like beheaded chickens. No matter how high your priority is, if everything is at the same level, then there is no priority. It took a while but, eventually, we managed to identify that some tasks were actually more important than others and, even better, some of them where in a strict dependency of Finish to Start from others so... they could definitely not be a Priority Task! So, before assigning priorities, make sure to check all dependencies and, above all, use a Prioritization Matrix.

As a leader I sometimes struggle with this, due to the load of work and responsibilities each & every time. However I’ve learned to work around my priorities and time management. As a leader, it is important for me to prioritize clear and consistent communication with my team, ensuring they understand the rationale and benefits behind our tasks. By aligning our priorities with the organization's strategy, I show how our work contributes to the bigger picture. Conflicts are kept to the minimum, or ”thrashed out” over beer!

Everything is a priority. Therefore, nothing is a priority. When given a lot of tasks, ask the person who is responsible what takes priority. Be sure to list everything so that they know where you are coming from. Otherwise you are just putting out fires. Anyone else playing fire chief?! The fire of the day can burn itself out if you let it. With experience you know by looking that the fuel isn’t strong enough to last and must not demand your immediate attention. If unsure, ask some WHO KNOWS or a supervisor/titled manager. Notice how I separated the supervisor/manager from the person who knows? They aren’t always the same person(s). Refer to line 2 of this response.

When negotiate conflicting priorities with team members, a leader : 1. Convene a team meeting to openly discuss all existing priorities. Encourage transparency and active participation to understand each individual's perspective. 2. Employ an objective framework like the Eisenhower Matrix to categorize tasks based on urgency and importance. 3. Approach conflicting priorities as opportunities for collaborative solutions, not dictatorial pronouncements. 4. Clearly articulate the rationale behind each priority decision. Share the bigger picture so your team understands how their individual contributions drive the shared objectives. 5. Recognize that priorities may shift due to changing circumstances.

Conflicting priorities can hinder leadership performance and have negative impacts on individuals and teams. Priorities are essential for guiding actions and decisions, but when they clash, it can lead to confusion, frustration, inefficiency, and missed opportunities. To address this issue, it is crucial to clarify and align priorities with the team. The Eisenhower matrix, which categorizes tasks based on urgency and importance, can help prioritize effectively. Clear and consistent communication of priorities, along with explaining the rationale and benefits, is vital. Aligning priorities with the organization's strategy and vision and demonstrating the team's contribution to the bigger picture is also important.

Grundsätzlich ist Führung in meinem Verständnis keine Rolle und Position in einer Hierarchie, sondern eine innere Haltung und Verantwortung. Noch stärker als das konkrete Verhalten wirkt die spezifische Haltung der Führungskraft, die sich dann erst im Verhalten manifestiert. In Bezug auf die Haltung gibt es aus meiner Sicht drei wesentliche Erfolgsfaktoren: Vertrauen, Empathie und demütiges Dienen. Erst wenn Entscheider und Führungskräfte diese Haltung vorbildhaft einnehmen und authentisch vorleben, kann eine kollektive Haltung im Unternehmen erwachsen.

Simple .. if there is no trust , there is no point to call a team a team . Without trust no business can be delivered . Without trust you are not an effective leader . For building trust you need to create that space beyond work .. you need to have an open architecture..

Transparency breeds trust and trust breeds respect. Trust and respect are the building blocks of any relationship, personal or professional. A people’s leader need to invest in relationship building based on these two key values. Deeper the relationship builds, greater is the sharing by a team member about their personal and professional requirements and aspirations. And that is when a leader can jump in to partner the employee in their growth journeys. This partnership facilitates bridging skill and aspiration gap through concrete actions. It eventually leads to a happy, efficient, and a performing team with a high happiness quotient. So leaders must invest in building trust and respect.

Seeing as trust, time and time again, has been shown to be the foundation of any quality relationship, whether personal or professional, this should be the focus. There are many ways to cultivate it, although sowing those seeds, is rarely quick, cheap or easy: 1. Collaboration - it's a two way relationship, where both parties have value to give and recieve. 2. Clarity - be honest and truthful, no matter what, especially about the tough stuff. 3. Compassion - care about the other person & their life meaningfully. 4. Credibility - know your onion's. 5. Consistency - be reliably predictable & don't let people down. 6. Courage - share your own vulnerabilities too. 7. Comittment - be there when needed. 🫡

For me the most important one. The best resource I have come across in helping to build trust is Lencioni's 5 Dysfunctions of a Team Model. And it all begins with building trust!

Not all leaders start as exceptional. Federer lost so many tennis games early on, and kept learning. Leadership, beyond books and training programs, is really an apprenticeship program. Find at least one mentor, a respected leader, who can help you learn the skills and show you your blind spots. He can also be an ally who can help you sort out mistakes you make along the way. Your mentor can also be your model.

With loads of literature and events around leadership, the biggest impediment to effective leadership is often the ability to contextualise! Converting leadership lessons to application needs a nuanced understanding of business and people! Without a solid base, leadership crumbles!

What is considered “performance” of a leader? To me it’s very simple. A leader’s job is not to take care of the things it’s to take care of the people who take care of the things. A major issue I see today in leaders is when they measure their performance success based on business metrics and results instead of the health in their organization. Statistics have proven time and time again that results naturally come when the employees are thriving and feel supported. If you are a leader and measuring YOUR performance based on anything other than how you take care of your people…reset, reframe, and retry.

Leadership must be personal. You can't write down an abstract framework and then expect it to work for each team member. It has to incorporate specific personal traits, values and principles. That's why true leadership is hard.

The most common leadership challenges include: 1. Providing inspiration 2. Developing others 3. Managing different perspectives 4. Imposter syndrome 5. Managing the team 6. Leading change 33% of leaders feel confident making business decisions while others lack confidence. Leadership training is key! Leadership is developed through practice!