There have been at least six conversations over the past week were I've heard of a misalignment between the leader and the person they are leading. In each of these conversations, the leader looks for ways to make the individual change their performance and to get the person to do a better job.
After asking a few questions, several cases demonstrate that the leader isn't leading with the approach that works for that individual they are leading.
"I pointed him in the direction I wanted him to go. He just isn't making it."
or
"I just don't get it. I was told she's been a star performer in the past but for some reason she's just shut down. Every time I ask how the project's going, she says 'fine.' I'm not sure it is. Then when I hold my weekly 1:1 with her, the communication just keeps getting more and more strained."
These are just two examples from leaders who have misaligned their approach with the person they are trying to lead.
In the first situation, the person had proven himself on previous projects. However, his current responsibilities are much more complex and demanding. It's more than he's used to. Based on where he's coming from, the leader needs to be more involved than just "pointing the direction." At least initially the leader's role is to engage supportively with the individual. The leader needs to encourage him. This doesn't mean the leader has to tell the person what to do. That person already knows that. All he needs is someone there to bounce ideas off, to check in with and a bit of encouragement.
The second case is an example of someone who is suffering from their boss's insecurity. The boss wants to know everything about what's going on and the indivdual has demonstrated time and time again they are a top performer. Having a boss checking in on a weekly basis may what the boss needs. But the person doing the work is feeling like there is a helicopter hovering overhead watching every move.
In so many situations, the person being coached for a performance issue isn't the sole source of the issue. No one works in isolation. The relationships between the individual and their boss, their peers and direct reports all influence performance. Many times leaders are quick to look at the person they are managing as the problem when in reality the problem may be somewhere else.
How do you align your leadership approach to the needs of your people? Which of your leadership styles shows up when someone isn't performing?
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