Given that self-awareness is considered to be one of the most important skills for a successful leader, how ready are you to admit (even to yourself) your leadership worries?
Being a leader is not for everyone . Experiencing a position of power and authority can be enjoyable, but leadership itself carries great responsibility and its own set of challenges, making the successful guidance of an organisation rather complex. Don’t believe the hype - worries DO afflict leaders, and it is highly likely that you will relate to something here:
Self-doubt. At some point, every leader becomes susceptible to questioning themselves. When you lead a group, they entrust their faith in your vision and intentions. It is natural to question whether your actions are correct and if your goals are attainable. This leads to a fear of failure that can be debilitating. Self-doubt often emerges as the most prominent concern, capable of undermining decision-making abilities. If you lack belief in yourself, others will also lack faith in you.
Leaders must stay attuned to changes in their environment. This enables them to anticipate the impact of various variables on their goals and objectives. Failing to respond to these changes promptly can render their goals obsolete. Given the rapid pace of the world we inhabit, this worry looms large for any leader. The information you receive today may become irrelevant within days, placing pressure to make swift yet effective decisions. Incorrectly assessing a situation and making the wrong decision is significant concern for leaders.
Upholding Integrity. Leaders often encounter situations that demand diplomacy, potentially to the extent that they feel it compromises their integrity. Choosing when to engage in battles and recognising that inaction may also draw criticism from others are key abilities. Understanding the balancing act of when to stand up and fight and when to withdraw is challenging and causes worry for many leaders.
Leaders frequently face tough choices. Sometimes, they need to exhibit kindness and compassion, while other times they must enforce discipline and principles. If an incident jeopardises quality or impedes progress, leaders must take the necessary steps to restore order. As a leader, you naturally feel protective and concerned about your people. Exercising tough love can be difficult, and you may worry about whether you made the right decision. Communicating the priorities of your organisation to your subordinates is essential in such cases, ensuring they comprehend what is acceptable and what is not.
Have I missed any out? What do you think the biggest leadership fear are?
I try to meet with, virtually or in person, lots of my business and coaching contacts, and I find this an effective way of keeping up to date with the latest relevant issues. It also helps to ‘ground’ me and encourage me to check in with my own work and approach. Along the way I have lots of discussions about leadership which inevitably entails wildly differing views and opinions.
Out of the proliferation of remote work during and after COVID, a new challenge for organisations has emerged: many important skills are not easily, or cannot be, nurtured through screens. In the traditional office environment, the subtle yet powerful process of learning osmotically plays a critical role. Leaders model behaviours, and employees, often subconsciously, absorb crucial skills such as adaptability, emotional intelligence, and intuitive decision-making. Even resilience can be enhanced through witnessing other people’s coping mechanisms.
Reflecting on what I feel makes a leader truly great, I realise that leadership is generally misunderstood. It should not be about rank or authority;