Misaligned Leadership - “You are not as good as you think you are!”

Introduction

Leadership changes are inherent to corporate life, yet not every transition proceeds seamlessly. As an executive and management coach, I frequently observe clients feeling frustrated and doubting their professional worth. Management appointments can significantly influence an organization's trajectory, especially when leaders are chosen for their connections rather than their capabilities.

Let me share a story with you to set the stage for this article:

A recent client of mine experienced this firsthand when a new manager took charge of his division—not due to proven expertise, but because of the connections this new “leader” knew. This pivotal moment highlighted questions many leaders grapple with but seldom voice.

While friendly, the new manager was ill-prepared for the business's complexities at stake. Without a foundational understanding of key performance indicators (KPIs), how they drive business outcomes, or how to manage people, he struggled to grasp the mechanisms guiding his team's work. To make matters worse, he hired a Chief of Staff, whom he knew and worked with throughout his career, who shared his knowledge gaps. Watching these two attempt attempts to steer an international organization of over 1,000 employees was disheartening for my client. It quickly became evident that a lack of knowledge and people skills at the top can cascade into challenges for everyone below.

As a high-performing manager with decades of experience, my client was deeply affected by this disconnect between leadership and competence. He had been consistently recognized by previous managers, selected for talent pools, awarded for his contributions, and regularly promoted. Yet, in a fateful review, his new manager rated him as a low performer without substantive evidence. When he questioned this drastic change, the response was startling:

"You're not as good as you think you are. Your previous managers have lied to you all these years about your real impact and performance."

The experience was both humbling and infuriating, prompting him to rethink his role and future within the organization.

The story could end there—a cautionary tale about mismatched management. Moreover, it initiates a deeper dialogue about the vital role of effective leadership and its influence on organizational culture and employee morale.

This article examines why these situations frequently occur in the corporate world and what leaders across all levels can do to avert the damaging effects of poorly aligned leadership appointments. By grasping these dynamics, we can more effectively assist organizations and individuals through these difficult transitions.

Understanding How Misaligned Leadership Appointments Happen

Misaligned leadership appointments often result from a complex web of corporate dynamics. In many organizations, networks and alliances play a significant role in promotion decisions. This isn’t necessarily an organization's failing; networks are often built on trust and collaboration, elements essential for effective leadership. However, problems can arise when relationships are weighted more heavily than skills or experience.

In my coaching experience, I’ve observed a few recurring dynamics that contribute to this situation:

1. Network-Centric Promotions: Organizations naturally value internal networks, but this can become a double-edged sword. When promotions are granted based more on who someone knows rather than their skills, it can lead to mismatched capabilities at senior levels. Over time, these appointments may foster a culture where personal connections precede skills.
2. Ambiguity in Leadership Criteria: When there are no clear standards for a successful leader in a specific role, organizations risk choosing candidates unprepared for their new responsibilities. Some individuals may have thrived in earlier positions but might lack the necessary skills or interpersonal abilities to succeed in leadership roles, particularly in challenging international contexts.
3. Fear of Disruption: When a high-potential or highly knowledgeable employee threatens to overshadow their manager, some leaders, consciously or unconsciously, may feel threatened. In such cases, organizations sometimes opt for leaders who won’t "rock the boat" or challenge the status quo, even if they lack the skills to move the organization forward effectively.

Recognizing the Early Signs of a Misaligned Leadership Appointment

In these situations, both employees and leaders can benefit from identifying the early warning signs of leadership misalignment. When an unqualified manager is placed in a role, specific patterns often begin to emerge:

1. Inconsistent or Unjustified Performance Reviews: Employees who have consistently performed well suddenly receive poor feedback or downgraded ratings without a clear, evidence-based explanation. This shift often feels more subjective than objective and can lead employees to question their own values and contributions.
2. Erosion of Trust and Motivation: Teams can sense when leaders lack an understanding of core business metrics, KPIs, or industry dynamics. Trust diminishes when employees see their leader struggling to align with these foundational elements. Team members can feel unappreciated and detached, possibly resulting in decreased productivity and low morale.
3. Feedback Disconnect: While constructive feedback is crucial, it indicates a potential disconnect if it lacks depth or comes off as criticism rather than guidance. Effective leaders base feedback on measurable outcomes and clear goals rather than personal bias or perception.

Steps to Prevent Leadership Misalignment: Insights for Employers and Employees

Misaligned leadership appointments are more than just an unfortunate corporate reality—they are avoidable with the right focus and processes in place. Here’s how both employees and employers can navigate these situations constructively:

For Employers

1. Implement Clear, Transparent Criteria for Leadership Roles: Establish explicit criteria for each leadership role that extend beyond technical expertise or networking connections. Soft skills, industry understanding, and people management capabilities should be assessed rigorously to ensure each leader is prepared to inspire and support their teams.
2. Foster a Culture of Constructive, Evidence-Based Feedback: Ensure feedback mechanisms are grounded in measurable performance outcomes. Coaching managers to deliver constructive feedback can make a significant difference. Specific and actionable feedback fosters growth and mutual respect between leaders and their teams.
3. Promote Talent Growth and Succession Planning: Create a distinct succession pathway for aspiring leaders emphasizing skill and preparedness. By focusing on training, mentorship, and cross-departmental experiences, companies can nurture future leaders who are authentically equipped for the challenges of senior positions.

For Employees

1. Seek Clarity and Consistency in Feedback: If you experience sudden changes in performance assessments, approach these conversations with an open mind, but don’t hesitate to ask for specific examples and measurable goals. When feedback is vague or inconsistent, ask your manager for actionable insights to help you understand their expectations.
2. Focus on Your Professional Development and Network: When leadership seems misaligned, it is essential to invest in your growth and expand your network, both within and outside the organization. By building your skill set and connecting with mentors, you can cultivate a safety net and increase your resilience if circumstances become challenging.
3. Identify Allies and Advocate for Transparency: If you sense that leadership appointments are consistently misaligned, consider collaborating with others in the organization to promote transparency in promotion and evaluation processes. Initiating conversations with HR or senior leaders can promote accountability and nurture a healthier, more inclusive corporate culture.

Summary

Leadership transitions can be challenging, but they need not diminish team morale or individual career paths. Both organizations and leaders succeed by cultivating a workplace culture emphasizing trust, transparency, and merit-based advancement.

Executives must recognize how leadership misalignment can affect the organization and its employees. Organizations foster an environment where employees feel appreciated, and leaders are prepared to guide and motivate their teams by ensuring leadership appointments follow clear, competency-based criteria. For employees, concentrating on professional development, seeking clear feedback, and developing resilience are critical for success—even during tough times.

"Lead with Purpose, not Politics—Stay Resilient, Own your Worth, Drive Impact."