What’s most challenging about leading organizations today? And do the challenges differ around the world?
Our researchers went straight to the source to answer these questions, gathering input from 763 middle- and executive-level leaders in organizations from China/Hong Kong, Egypt, India, Singapore, the U.K., the U.S., and Spain.
Our study found these leaders consistently face the same 6 challenges — even if they describe their challenges and specific context in different ways:
1. Developing managerial effectiveness is the challenge of developing the relevant skills — such as time-management, prioritization, strategic thinking, decision-making, and getting up to speed with the job — to be more effective at work.
2. Inspiring others is the challenge of inspiring or motivating others to ensure they’re satisfied with their jobs and working smarter.
3. Developing employees is the challenge of developing others, including mentoring and coaching.
4. Leading a team is the challenge of team-building, team development, and team management. Specific challenges include how to instill pride, how to provide support, how to lead a big team, and what to do when taking over a new team.
5. Guiding change is the challenge of managing, mobilizing, understanding, and leading change. Guiding change includes knowing how to mitigate consequences, overcome resistance to change, and deal with employees’ reactions to change.
6. Managing internal stakeholders is the challenge of managing relationships, politics, and image. This challenge includes gaining managerial support, managing up, and getting buy-in from other departments, groups, or individuals.
Knowing that these challenges are common experiences for middle and senior managers is helpful to both the leaders and those charged with their development, according to our researchers.
Individuals can benefit from knowing their experiences aren’t isolated, and can feel more confident reaching out to others for help facing these challenges.
Here are 4 concrete things leaders can do to address these common challenges:
1. Setting Goals
Be proactive in setting goals, as well as establishing the timelines — and deadlines — necessary to keep yourself and your teams on track. The distractions that you face can make it easy to lose sight of long-term and even short-term goals. You can easily get sucked into dealing with urgent issues that arise unexpectedly rather than staying focused on producing the outcomes that matter most to your organization.
While no leader can completely avoid surprises, goal setting provides a map that you can return to time and again to refocus on your top priorities.
One time-honored approach is the SMART method. When setting a goal, make sure it’s:
- Specific. Write down a detailed description of what accomplishing the goal would involve.
- Measurable. Set targets that you can quantify to assess progress.
- Attainable. Stretch goals are fine, but you also need to make sure that achieving the goal is possible.
- Realistic. Be sure you understand what you will likely need — in terms of time, resources, and talent — to achieve it.
- Timed. Create deadlines for hitting milestones on the way to your goal, as well as for achieving the goal itself.
You’ll be more productive and you’ll empower your colleagues to take more ownership if you delegate. Effective delegation requires more than just getting a task off your desk — it involves a repeating cycle of 4 key steps:
- Understanding your preferences. Effective delegators prioritize their workload and decide which tasks to keep and which to give to someone else. They also understand how much feedback they want as the person they’ve delegated to works on the task.
- Knowing your people. To delegate effectively, you must assign tasks to people that match their knowledge and skills. That means that you have to understand your people. Use delegation to help direct reports develop, allowing them to learn as they take on new tasks.
- Being clear about the purpose of the task. A task’s purpose gives it meaning. By aligning this purpose with team or individual beliefs and goals, delegation can become an opportunity for personal growth.
- Assessing and rewarding. You should work with your direct reports to develop ways to help them, and you, decide if a task has been completed properly, and to reward them appropriately.
3. Maximizing Your Unique Value
Prioritize by focusing on doing the most important tasks that only you can do. There will always be more things competing for your attention than you have time and energy to do. Prioritize the most important tasks that only you can do, and delegate everything else.
Leaders can create value for their organizations by focusing on the unique contributions only they can make. Understanding what those unique values are for you, and delegating everything else (or as close to everything else as you can), allows you to maximize the value you create for the organization.
4. Gaining Role Clarity
Understand what the core responsibilities are for your role, and what are secondary responsibilities, or even work that belongs to someone else.
That won’t stop people from asking you to take on additional tasks and projects. And there are certainly times when taking on additional duties may be required due to unusual circumstances, or might be important for your own professional development. But the most effective managers understand that they will largely be judged based on how effective they are at their core responsibilities.
This also means that there will be times when you’ll have to say no. That can feel uncomfortable. Practicing saying no and finding ways to do so with tact and professionalism are important. Turning down work that’s not part of your role helps keep you focused.
Leaders who sometimes feel overwhelmed by their work can take heart in the fact that they’re not alone. By focusing on these 4 key behaviors, starting with goals, you can also begin to beat back those feelings and provide more value to your organization.
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