It was very hard to narrow this list down, as I see so many common leadership mistakes. Here are 7 that I think are showing up most right now that have the greatest impact (aka, disengage and frustrate employees the most).
❌ #1) Communicates ineffectively
This includes providing ineffective feedback and being a low-quality listener. Using too much jargon or buzzwords, or passive aggressive language. Not communicating clear expectations or updates. Is an “advice monster” and sends solutions versus listening, acknowledging, and empathizing. Chooses vague language versus specific language. Is often distracted and not fully present.
When the other person feels heard, you have earned the right to speak your point of view and express your feelings.
–Robert Bolton, People Skills
❌ #2) Focuses too much on task management
versus leading & inspiring people. Being too in the weeds, not being strategic or focusing on people. This is a place where most people are comfortable and it usually leads to being an absentee leader. Remember that people expect you to lead and inspire them. Developing your leadership skills will help with this.
❌ #3) Has poor time management
Reactive instead of proactive, letting distractions & interruptions run the day – being “too busy” to be present, not approachable. Not realistic about how long things will take. Always “putting out fires.” Overschedules themselves. Operates as if everything is urgent. Doesn’t put the appropriate time in for developing/training/onboarding others.
❌ #4) Fails to hold people accountable & coach them for success
Holding others accountable can be massively uncomfortable. When you avoid this discomfort and allow ineffective, poor performance or behavior to continue, this enables the person and disengages others because they are noticing. It’s very important that leadership is all on the same page and holding each other accountable for doing this. Without strong leadership at the top, this becomes a dysfunctional environment quickly. One thing I often see is middle managers wanting to hold poor performers accountable, but not getting the support from their boss or HR. This is very unfortunate!
One time, I posted a poll on LinkedIn that asked “An employee isn’t performing the way they should be… I:” (a) pretend I don’t notice; (b) gossip about it to others; (c) speak to them directly & provide clear expectations, coaching, & support; (d) tell HR to deal with it; (e) speak to them directly and tell them to get better in vague, unhelpful terms.
Which category do you fall in?
Nothing will destroy a great employee faster than watching you tolerate a bad one.
❌ #5) Takes things personally and projects their own insecurities
Making it about yourself instead of about the other person or the unified mission of the organization. Lack of self-awareness. Lack of trusting others. Lack of trust in yourself. Becomes defensive quickly. Can over-compensate by going too far in the wrong direction (heavy-handed / micromanaging leader).
❌ #6) Providing ineffective feedback
This isn’t surprising that it’s on the list because over 60% of leaders have never received leadership development to know how to provide helpful feedback (and when to do it). Unfortunately, this is something that causes immediate frustration among employees. Ineffective feedback can be: irrelevant, unhelpful, vague, judgmental, subjective, from a place of misunderstanding. Often, I see leaders desperate to provide feedback in any capacity because they feel that’s a sign of a highly-effective leader so they take every chance they get at providing feedback. They think they’re doing the right thing, but this only frustrates employees – especially if it’s a desperate attempt to give feedback without first seeking to understand and acknowledging the employee with compassion.
❌ #7) Doesn’t seek out leadership development
A lack of leadership development is very expensive for the organization. Over 60% of companies don’t offer any leadership development or training. Unfortunately, most companies won’t make a change unless forced – usually by financial of social pressure. This means it’s up to you to be in charge of your own development or to convince the organization why it’s so important. What’s possible for yourself?
