Article 09: Seven (7) Ways To Lose At Situational Leadership
In the previous blog, I highlighted 7 ways leaders can win at Self Leadership. In this month's blog, I will cover 7 ways leaders lose at Situational Leadership. As you advance on the leadership journey, always lead yourself first. Leadership starts and stops with how you choose to show up.
As we build our leadership bridge to become a more Purposeful Accountable Leader (PAL), there will come a time when we assume situational leadership. Someone somewhere believes you have what it takes to become a transformational leader. Be careful; position, rank, or title only gives you authority. Authority is recognized, but leaders can not earn trust and gain respect.
Just because you have the right to do something as a leader doesn't mean that it is the right thing to do.
-Abraham Lincoln
Become Complacent
The first way to lose in Situational Leadership is to become complacent. Leaders assuming a role with the mindset they have arrived at will hit obstacles that stunt their leadership growth. I have seen peers think the organization operates efficiently along the journey. However, behind the curtain, the walls are up, communication is not flowing, and glass tasks are breaking. When taking over an organization, a leader must look for the smoke. If you assume there are no problems, fires will erupt and cause your team significant work to get past the issues. Never assume your team is operating efficiently when taking over a Leadership role. Chances are you were placed there for a reason; what is it?
Some periods become significantly more dangerous during deployments than others in the military. Relaxing and lowering your guard when entering the operational space in the first period is easy. The second is when you are transitioning out of leadership roles. The enemy is looking for weaknesses in your armor. If you assume routine actions are happening, that is when they attack. For example, in most combat deployments, casualty rates spike initially. Why? Because new leaders do not fully comprehend the mission, and the enemy exploits the momentary weakness. During our deployment to Afghanistan in 2012, the overwhelming majority of wounded and killed in action occurred in the first two months. Do not allow complacency to set in when assuming Situational Leadership. Show up curious and committed to leaving the organization better than when you arrived.
Information Sharing
The second way to lose in Situational Leadership is not to share information. Situational leaders fear that they are not providing value to the organization and begin to hoard information. They believe that information is power, and power makes them a vital aspect of the team. In fact, it creates the opposite. If leaders withhold information from others to control power, they prevent growth. An essential characteristic of any group is mission command. To operate and give authority to the lowest levels, leaders must be willing to push power down.
Be cautious when providing information to your organization. There is such a thing as information overload, which is caused when the leader dumps on their team. Becoming a PAL is understanding the information you are receiving and sharing it with the right members. Not all information should be given out, and not all people should possess certain information. If leaders dump information immediately after receiving it, they harm their organization. Instead, leaders must digest the data rapidly and quickly share the information with the right team members. Do not flood your organization with information unless you want decision fatigue to set in. Be purposeful with the information you share.
Not Living Your Values
The third way to lose at Situational Leadership is not living your core values. A trap that is all too real in Situational Leadership is leading through words, not deeds. Remember, in Phase One: Self Leadership, you spent the time reflecting on your core values. If you do not live your core values, you create a new standard that emphasizes the wrong characteristics within your organization. For example, I had a first sergeant when I was a platoon leader in Afghanistan that made Soldiers troop the restrooms "plywood outhouses" for cigarette butts after missions. That same 1SG never went on patrols with his men and wore physical training "workout clothes" attire the entire day. That is unless someone important was visiting. If you do not live your core values, you cause devastating damage to your reputation, lose trust, and never earn respect.
Living core values is not just about you. PALs must also live the organization's values. You were hired and placed into an organization with values for a reason. If those values do not violate your core beliefs, purposefully live those daily. For example, the Army's core values are Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage, or LDRSHIP! If you do not believe in your organization's values, why did you assume the position in the first place? Before you take over a position of authority, ensure you clearly understand how leaders act in the organization and are prepared to show up each day living those values. Deeds, not words!
What guides your
decisions as a leader?
False Confidence
The fourth way to lose in Situational Leadership is false confidence. A leader's worst mistake when taking over a new Team is assuming they are the experts. You may have had an opportunity to see your organization and peek behind the curtain before taking over, but you are not the expert. If you come in like a hurricane and begin to make changes, you will harm morale and build walls within your team. Remember, a PAL is a sledgehammer and tears down barriers to allow forward momentum. Never assume you are the subject matter expert. Instead, surround yourself with the experts on your team. A little humility starting off will pay exponentially as you advance on the leadership journey.
Another mistake leaders have in Situational Leadership is believing they have already earned the trust of their organization. In the words of a previous team member, "You are just hired help." As a situational leader, you only have power through authority, which is temporary. Instead of assuming you are the solution to all the problems in the organization, start seeking influential leaders. When you hold a meeting, who talks, and what is the response from the team. Are they engaged, and do they sit up in their chair. Once you find who holds influence in your organization, seek guidance and do not be afraid to ask questions. Remember, you are not the expert. Your job is to ask questions and start looking for influential leaders that can help you identify areas that need improvement. Do not let pride prevent you from seeking help.
Forming Toxic Habits
The fifth way to lose at Situational Leadership is by forming transitional habits. When you take over a leadership position, that is the defining moment. Will you choose to value your people and give each person a voice, or will you allow transitional thinking to take hold? Each leader has two paths they can take in Situational Leadership. First, they can choose to be transformational and aggressively add value to their team. Or, they can select the transitional leadership style and view people as objects, not assets. Transitional leaders are willing to jump on people to cross the metaphorical river and do anything to improve their position. Understand that if you choose to devalue your team, you are only hampering your growth and will never progress to the authentic leader you can become. Leaders placed into Situational Leadership must immediately move to the next phase. You will never advance on your leadership bridge and begin to inspire others if you treat people as objects.
Do not place the privileges of the position over the responsibilities. When you take over a situational leadership role that gives you authority, rights are inherited with the job. However, just because you have the right to do something does not mean you should do it. An example of this is leaders choosing to go last. I ATE LAST when I was a platoon leader and a company commander. I chose to serve my team before serving myself. Transitional leaders only look out for their interests and never serve others. Abraham Lincoln famously said, "Nearly all men can stand adversity, but if you want to test a man's character, give him power." Understand that you are "hired help," and your goal is to add value to others.
Becoming Political “Having An Agenda”
The sixth way to lose at Situational Leadership is by becoming political. Situational leaders have agendas that are hidden from their teams. As leaders, having your own plan is okay, but that should be transparent to the organization. Remember, in phase one, we determined what pillars we measure our lives on. Those pillars are the agendas PALs use throughout their lives. When leaders are in roles, the number one plan is to improve the organization daily and add value to others. Our government's executive and legislative branches are a perfect example of a political organization. Because we live in a pendular democracy, power constantly shifts to one party. Leaders with agendas are focused on control instead of inspiring and improving the organization.
Situational leaders horde resources because they are trying to control the power within the organization. I personally think of this as an arms race within the team. Once a situational leader begins to expand their workforce and add resources that are not necessary, it sparks a scarcity mindset within their peers to their left and right. PALs understand that if the team wins, the organization is successful. If the organization is successful, then you will also win. Be careful of having a scarcity mindset when in situational leadership. Do not allow politics within your organization to cause your team to create a hidden agenda. Lead with windows
Are you leading
with windows?
Job Defines Them
The final way a leader can lose in Situational Leadership is by allowing the position to define them as the leader. Remember, leadership is a journey, not a destination. You must remain curious, coachable, and committed to the growth of yourself and your team. I have seen leaders assume positions, gain rank, or be given a title and lose a sense of who they are. PALs understand that any situation given is temporary. However, our reputation is forever. John C. Maxwell said it best: " Leaders constantly take people somewhere. If there is no journey, there is no leadership."
Leaders who allow the position to define them will find the mountaintop lonely. You do not have to feel isolated from your organization as a leader. However, leaders who believe they are above others by the title given cannot connect personally with their team. To be a transformational leader, you must inspire others to action. You cannot inspire others unless you begin to develop relationships. A fundamental fact of leadership is if you fail to inspire, you fail as a leader. Once you have failed to inspire your organization, you will experience high turnover. The book Leadership Gold highlights that people do not quit organizations; they quit toxic leaders. I have seen soldiers leave the military because of one toxic leader. Remember, the organization will rise to the level of leadership you possess. If you remain a phase two leader, your organization will not surpass your growth.
Final Thoughts
Leaders lose at situational leadership because they prioritize the wrong tasks. If you want to progress on your leadership journey, remember it is not about you. Throw out your personal agendas and do your best to improve the organization. Be selfless in your actions and always value others, give credit, and add value. If you allow the position to define you, you will become complacent and separate from your core values. One thing that a leader can never earn back is their reputation. Work daily to inspire and focus on earning your team's trust. Finally, remember you still must lead yourself well. Phase one remains with you throughout your journey, and if you fail to lead yourself well, you will show up for others depleted. Socrates said, "Let him that would move the world first move himself."
After Action Review
What can you do to prevent complacency?
How can you learn to serve others and not yourself?
How can you avoid the position defining your legacy?
My Mission: I will end toxic leadership practices by equipping leaders with transformational leadership skills.
Together, we will impact 1 MILLION lives!!!
Every day is a gift, don't waste yours!
Joshua K. McMillion | Founder MLC | Founder MLC
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