Peak Leadership Fitness:Elevating Your Leadership Game by Timothy J. Tobin

Author:Timothy J. Tobin [Timothy J. Tobin]
Language: eng
Format: epub
Publisher: Association for Talent Development
Published: 2019-02-04T16:00:00+00:00

A Tale of Two Leaders

Another organization had two leaders, Nancy and Oscar, both with low interpersonal skills. They were strong technically, had complex business challenges, and were significant contributors to their company’s bottom line. However, they often treated junior employees with disrespect. No one wanted to work for them despite their technical knowledge.

To be fair, Nancy worked at her deficiencies, the company invested in her development, and she was given feedback and extensive coaching; however, she never really improved. Because she got along with her peers, senior leadership let her stay on in a reduced capacity. She was given the position of technical expert with no direct reports, and her career progression capped off. Nancy was thrilled with the option, given the alternative, because she could contribute to the organization’s performance in a more limited capacity. The impression she left with many was relief at not having to manage direct reports. Leadership was too complicated for her.

Oscar’s case was similar, to a point. He also received feedback and coaching, but he never fully bought into the fact that he needed it, so he merely went through the motions. He attended all scheduled coaching sessions and feedback activities but was dismissive of them. The results showed. His disrespectful behavior continued until one day he took it a step too far. When a junior employee approached him for advice on a project, he said, “Do you want my advice? I suggest you start looking for another job.”

Devastated, the employee reported the incident to her direct supervisor. By the end of the day, Oscar’s employment was terminated.

Not every organization has the courage to stand behind their core values. But the company’s actions that day sent a clear message for what it and its leaders stood for and expected. Turnover of poorly treated employees is very costly to any organization. Even Oscar’s departure was costly.

You never wish for anyone to lose their job, but sometimes it happens. Imagine the possibilities if Oscar had devoted as much energy toward developing employees as he did in tearing them down.

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