In Part 1 of this series, we learned about accidental diminishers and how they can effect the workplace. We also looked at 5 of the most common diminishers. In this post, we will look at the other 4 most common accidental diminishers and what you should do now:
#6 Optimist -- Can-do Turns Into Can-don't!
Many leaders have a can-do attitude and confidence their team is smart and will figure it out. Sometimes, that relentlessly upbeat attitude can prevent a leader from showing empathy. If it is causing a leader to downplay challenges or gloss over others' struggles, people may think their boss is clueless. Or worse, that something is wrong with them if they find a task difficult because the boss said, "That shouldn't be too hard!"
Instead of starting with your optimism, express interest in how others feel about the situation. This creates space for them to explain how they honestly feel. Plus, this positions you to respond accordingly. Maybe they need you to hear and acknowledge their concerns. Maybe they need more context in order to see the exciting possibilities. Or, maybe they're just as optimistic as you and would appreciate a cheerleader!
#7 The Protector -- A Shield from Opportunities
Are you shielding team members from challenging situations that would help them grow? It may be an unpleasant work reality (difficult people, politics, or uncertainty), but everyone will face challenges at work. Though well-meaning, insulating too much could cause team members to become resentful at being left out. They also won't learn how to fend for themselves, which could limit their careers in the future.
Start shifting your tone now! Let direct reports know it's important to push themselves and grow from criticism and mistakes. You want to walk the balance between shielding from reality and going too far in the other direction. Help your team feel intellectually safe. It's okay to stick their necks out with their best thinking and work, even if they don't always succeed.
You can do this by sharing stories of your own failures and, importantly, what you learned from them. Emphasize the importance of improvement when talking about team members' work. Say things like "I'm impressed with all of your hard work to improve X." or "We're trying this for the first time, so it's okay if it doesn't go perfectly. We'll learn a lot for next time!"
#8 Strategist -- Big Thinking Missing Big Chances
It's not a bad thing to be a big thinker! Many leaders can see a brighter future and exactly how to get there. They want to inspire others with their compelling vision! But you can have too much of a good thing. If leaders are too prescriptive, they'll pour all their energy into selling others on their plan, but people either won't buy it or will become widgets, deferring to the boss to tell them how to get to the future, as the plan has no space for tough questions or discovery.
Instead of presenting a plan, frame the key question and challenge your team to fill in the blanks. Pose a challenge question like "What would we need to do to complete 1,000 inspections this year instead of 750?" Then, give the opportunity for people to share ideas, identify problems and possibilities, challenge assumptions, and build on each other's thinking. When it's time to enact the plan, instead of having to sell the idea, they'll be itching to get started, because they helped create it!
#9 The Perfectionist -- Standards Too High?
Many leaders set a very high standard for themselves and their team, and they want to help people produce outstanding work. But if a leader's quest for excellence includes persistent criticism or a trail of critiques on every piece of work, team members might think the boss will find flaws no matter what, so why give their best effort? They'll stop taking pride in the final product and may decide to take their efforts elsewhere.
As a leader, ask your team member to self-assess before you critique. Ask "How would you rate this against the standards we discussed?", then use what you learn. Maybe they know the work needs improvement and could use some smart questions to come up with solutions. Or, if they feel they're hitting the mark, you can give feedback on what you see, tying the observations back to work standards?
One big thing to remember is the three "whats" -- what's going on, what's the impact, and what needs to happen next -- so people know what they're in charge of. This also helps you to have a rubric that has been shared with all team members on the project!
So, what now?
If you are starting to see the accidental diminishers in you or your organization, now is the time to make changes! Your organization is filled with smart people who can figure it out. It's your job to self-asses, be honest with your results, and start fixing problems. Good leadership inspires people and that's what we want to help you to do!
We're here to help you help others. Join our community in the Success Finder!
This post was inspired by the Franklin Covey eBook on Diminishers and Multipliers
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