Do you feel that you are always underestimated.?
Do you feel that you are not value properly in life ?
Do you feel that most of the time people have used you ?
Do you afraid in trusting people ?
Do you feel that you are paying price for others shoddiness and mistakes ?
Do you always feel that NON efficient people have played game against you ?
The leaders who move to the top of their organizations are often those who are fast paced, focused on taking action, and results-oriented. Yet those very qualities can derail leaders who don’t pay attention to the needs of the people they lead.
At some point if they continue on their action-focused trajectory, these leaders who have a bias for action might find that when they turn around nobody is following them.
Does this sound familiar to you? If you’re impatient and frustrated at the pace of your team or the number of mistakes they’re making – look to yourself before you place blame on them. Your results-oriented bias for action has its limits – and your team may have bumped up against boundaries that they can’t pass through without your help.
This is not an uncommon occurrence. You may have a very good idea about where things need to go, but your team is having a tough time keeping up with you. There might be some assumptions you’ve made that need to be questioned. Take a step back and consider:
How well have I articulated the vision and expectations? You may believe that others are on the same page as you are, but they may not grasp the vision and your expectations in the depth that you do. These things need to be articulated and repeated often, and in as many ways and venues as you can. Find ways to insert your vision and expectations into casual conversations, emails, and presentations. People won’t always grasp things the first time, but when they are repeated, they can be absorbed over time.
Is my team ready for this? It could be that you’re making assumptions about your team’s readiness to do the work required to achieve the vision. All of the vision and expectations that you articulate won’t get put into action if the people responsible for making things happen don’t have the tools or the know-how to move ahead. Training or your intervention to coach them may be required to help them take action that’s aligned with the vision.
Am I supporting my team in the way that works for them? Each of your direct reports may need something different from you. Some will require more assurance that they are on the right path. Others may do their best work when you don’t interfere. Some prefer different kinds of support at different times. Get in the habit of asking, “What can I do to help you to do your best work?” and then follow through with whatever you agree to do.
All of these assumptions require conversation with those who support you. Assuring that the vision and expectations are clearly understood rests with you. There are lots of options available to you to help make things happen, and you might not be thinking of all of. Include your team in discussions about what you can do better to move the vision ahead!