ANALYSIS:Research into how leaders succeed - or don't - suggests ways exist to avoid failure, writes Seán Ruth
ONE OF the striking things about many organisations is the enormous effort they put into selecting the right people to fill important leadership positions. This is particularly so when one considers the minimal efforts they put into ensuring that the selected individuals survive and thrive once they take on the job
There have been many instances of highly competent individuals (and some not so competent) who took on leadership roles only to find themselves "done in" within relatively short periods. The cost to both organisations and individuals is huge.
For the first time, we now have detailed research that highlights the ways that this destructive process operates and the effects it has both on individuals and organisations. In-depth interviews with leaders, across a wide range of organisations, show that they are exposed to two particularly destructive reactions when they take on a leadership role.
The first of these destructive reactions is isolation. Leaders reported feeling isolated and without support, particularly when times were difficult. They felt alone, with no one to share with and a lack of open communication from those around them.
In addition, they found themselves without support when they needed it, sometimes from within their own teams and sometimes from those above them. They experienced a lack of understanding about what it was like for them in their role, little encouragement to keep going, a lack of practical help in difficult circumstances and a range of negative feelings on other people's part such as jealousy, begrudgery, or suspicion.
The second destructive reaction was being attacked and undermined. These took various forms. A common one was finding themselves on the receiving end of very hostile criticism from those around them. Instead of discussing problems in a relaxed or constructive way, people attacked.
In addition to being attacked, many leaders found themselves being undermined.
Their efforts to provide leadership were sometimes hampered by a lack of co-operation or active resistance from those around them. Quite often, rather than being criticised to their face, they found themselves the subject of hostile gossip. Sometimes they found that people had gone over their heads to someone higher up in the organisation.
It's important to point out here that these processes seem to happen independently of the leader's competence.
In other words, they did not happen only to poor leaders or leaders who made mistakes.
Over time, the destructive reactions took their toll on the leaders interviewed.
A major effect was heightened stress levels. In addition, some leaders found themselves becoming demoralised by the constant negativity and disillusioned with their organisations. Not only did they suffer emotionally, they also found themselves drained of energy. Many had difficulty sleeping. Some found themselves more prone to illness.
The knock-on effects were gradually to make them more guarded and watchful, more careful about being open about themselves and, ultimately, to have all of this interfere with their ability to do their jobs.
This picture could be repeated time and again across many organisations. How can we prevent these destructive processes and ensure that leaders survive and thrive in that role?
Among many possibilities are the following simple steps:
1. It is in no one's interest that leaders get isolated. If someone is to function well, it helps enormously to ensure they have support. Organisations need to put active support structures in place for leaders.
2. Regardless of how well or poorly a leader is doing, attacking them never has the effect of helping them to improve. Not only does it make it unsafe for them to hear helpful feedback (and may, in fact, lead them to become even more rigid and ineffective), it also has the effect of making other people who witness attacks reluctant to take on leadership themselves.
3. A good leader listens well to the people around them. By the same token, someone has to listen to the leader if that person is to stay on track and handle the difficulties that arise. Organised opportunities for leaders to be listened to, while they talk about what it is like to lead, are essential.
4. Organisations need agreed protocols or ground rules for managing conflict and disagreements that emphasise respect and listening.
5. Organisations need a proactive approach to conflict that involves intervening at the earliest opportunity to resolve difficulties before they escalate. Conflict does not go away without an active intervention.
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Seán Ruth is an organisational psychologist and author of Leadership and Liberation: A Psychological Approach (Routledge, 2006). His website is at www.seanruth.com