SOS for the "Dark-Side" of Leadership

In leadership, the spotlight often shines on success stories and exemplary role models. However, behind great leadership also lies a potential dark side—a set of watch-outs and derailers,. These, when in moderation, are the energy behind the strengths, e.g. think of traits like passion, detail orientation, risk taking, etc. However a thin line crossed, these threaten to overshadow accomplishments and tarnish reputations. For senior leaders, awareness of these potential pitfalls is crucial to navigating the complexities of leadership effectively.

Let us understand derailers (also known as overused strengths) with an example:

Case of Ms. Meticulous to Ms. Micromanagement- Leading to Team Disengagement:

In this scenario, a senior leader, let's call her Sarah, starts exhibiting micromanagement tendencies due to her perfectionist nature and desire for control.

Initially, Sarah's attention to detail and meticulous oversight were regarded as strengths, contributing to the team's success and achieving high standards of quality and efficiency. However, as the team grew and responsibilities expanded, Sarah's micromanagement tendencies intensified. What was once a strength—her ability to ensure accuracy and precision—began to morph into a derailer, as it became overly controlling and stifling.

Despite her good intentions, Sarah's micromanagement style created a culture of dependency and eroded trust among team members. They felt undervalued and demotivated, unable to contribute meaningfully or take ownership of their work. What was once Sarah's strength in maintaining quality now hindered the team's ability to innovate, collaborate, and adapt to changing circumstances.

As a result, the team's performance suffered, with missed deadlines, decreased productivity, and heightened stress levels becoming the norm.

Here are examples of more potential dark sides of leadership traits commonly celebrated in moderation, and mostly destructive when in excess:

 Confidence vs. Arrogance:

• Confidence: A leader exhibits confidence in their decisions and abilities, inspiring trust and providing direction to their team.
• Arrogance: Overconfidence can lead to arrogance, where a leader dismisses input from others, fails to listen to feedback, and undermines team morale.

Decisiveness vs. Dictatorship:

• Decisiveness: Leaders make timely decisions based on thorough analysis and strategic vision, driving progress and momentum.
• Dictatorship: Overbearing decisiveness can manifest as dictatorial behavior, where a leader imposes decisions without considering alternative perspectives or engaging in collaborative decision-making.

High Standards vs. Perfectionism:

• High Standards: Senior leaders set high standards of excellence for themselves and their team, fostering a culture of continuous improvement and accountability.
• Perfectionism: Excessive pursuit of perfection can lead to micromanagement, unrealistic expectations, and stifled innovation, ultimately hindering productivity and morale.

Charisma vs. Manipulation:

• Charisma: Charismatic leaders inspire and motivate others through their vision, passion, and authenticity, fostering strong connections and collaboration.
• Manipulation: Charisma can be wielded negatively when a leader uses charm and persuasion to manipulate situations or people for personal gain, eroding trust and integrity.

Risk-taking vs. Recklessness:

• Risk-taking: Senior leaders embrace calculated risks, seizing opportunities for growth and innovation, and demonstrating resilience in the face of setbacks.
• Recklessness: Blind risk-taking without proper assessment or consideration of potential consequences can result in reckless decision-making, jeopardizing organizational stability and reputation.

Assertiveness vs. Aggression:

• Assertiveness: Assertive leaders communicate their expectations and opinions confidently while respecting the perspectives and boundaries of others.
• Aggression: Overly assertive behavior can escalate into aggression, where a leader becomes confrontational, domineering, and intimidating, creating a toxic work environment.

How do you identify one’s derailers? This is not an easy action. Generally derailers are so deeply ingrained in our behavior and personality, that it is usually second nature.  It requires a commitment to self-awareness, humility, and continuous learning—to acknowledging our vulnerabilities and blind spots, and to seeking feedback and support from trusted advisors and mentors. 

SOS or, 1.) Seeking feedback, 2.) Observing reactions and  3.) Self Reflections , can be a very useful tool top leaders can make use of, to monitor, and manage their potential derailers.

S- Seeking continuous feedback:

Continuously seeking feedback from colleagues, supervisors, and direct reports regarding observed and felt leadership . Successful leaders remember to ask for specific examples when their actions may have had unintended consequences or negatively impacted team dynamics.

• Listening with an open mind and being receptive to constructive criticism. Paying attention to recurring themes or patterns in the feedback they receive, as these can indicate potential derailers.
• Considering using anonymous  360-degree feedback assessments to gather comprehensive insights from multiple perspectives. Some psychometric tools like #Deepersignals and #Hogan are great tools for gaining self reflections.

 O- Observation of Reactions from others:

• Paying  attention to how others react to the actions and behaviors. They would spend time to notice signs of discomfort, resistance, or disengagement among team members, and would not shy from asking clarifying questions to the teams.
• Monitoring the outcomes of your decisions and actions, particularly in high-stakes or challenging situations. Assess whether your approach yielded the desired results or if there were unintended negative consequences.
• Soliciting input from trusted mentors or executive coaches who can offer objective observations and insights into leadership effectiveness and conflicting behaviors, helping you identify blind spots and areas for improvement.

 S- Self-Reflection:

• Taking time out every day or week (more regular, the better) for self-reflection to identify patterns in thoughts, emotions, and behaviors. Deep diving into situations where one felt stressed, frustrated, or ineffective, and analyze the underlying factors contributing to these experiences.
• Keeping a journal to document observations, experiences, and reflections over time. Reviewing the journal entries helps identify recurring themes and patterns indicative of potential derailers.

 Identifying one's derailers is a critical step toward growth. Armed with awareness of SOS, a leader  can take proactive steps to address the darkside, leverage strengths more effectively, and cultivate a style that inspires trust, collaboration, and drives success.