In the episode of The Leadership Podcast, Jan and Jim discuss a recent study from the Center for Creative Leadership that highlights key leadership challenges at all leadership levels:

• Poor time management – competing priorities and confusing busy with results
• Poor people skills – and a lack of self-awareness
• Inability wield power & influence across the organization
• Inability or unwillingness to to delegate (aka still doing “old” job)
• Widespread disengagement
• Cultures by default versus design.

Jim critiques the study, highlighting the blurred distinction between leadership and management, and emphasizes that leaders must delegate and trust others to succeed. 

Also discussed is disengagement and trust issues, linking team engagement directly to managerial influence, and the growing trend of side hustles. 

Jan and Jim stress the importance of relationships, simplifying business processes, and preparing thoroughly for meetings. They also reflect on how leadership traits, like communication, curiosity, and trust, are essential for building strong teams and organizational success. They emphasize that growth and development come from allowing mistakes and cultivating future leaders, while maintaining a balance between compassion, fairness, and operational efficiency. Listen in for a discussion that is sure to spur more discussion.

Key Takeaways

[01:27] Jan starts the main discussion, sharing that the Center for Creative Leadership released a study identifying the top leadership challenges for different managerial levels. He categorized the challenges into three pillars: leading self, leading others, and leading the organization. The key issues highlighted were time management and people (for self), disengagement (for others), and organizational processes.

[03:06] Jim adds that the study revealed a common challenge: the ability to influence without authority, which is especially tough at the senior level. He emphasizes how important it is for leaders to truly know themselves and trust others, noting that trust issues are often rooted in leaders’ unwillingness to delegate.

[04:49] Jim critiques the study, saying it blurs the line between leadership and management. He highlights that frontline challenges like time management and operational processes are more about management than leadership, while the executive-level challenges align more closely with leadership. He believes that leadership and management are distinct but equally important.

[08:15] Jim criticizes the second half of the study, noting that it felt like two separate studies mashed together—one based on AI analysis and the other from leadership experts. He acknowledges that while the recommendations weren’t bad, the execution of combining the studies felt sloppy.

[09:29] Jan expresses skepticism about the validity of the study, pointing out that busy senior leaders are unlikely to fill out assessments. He argues that leadership problems depend heavily on the size and type of company, and a study based on more personalized interviews would have been more insightful.

[10:28] Jan focuses on disengagement and trust issues, noting that 70% of team engagement is influenced by managers. He also comments on the increasing trend of side hustles among workers, a lack of trust in the workplace, and how companies often complicate things unnecessarily.

[12:12] Jan and Jim discuss how relationships, rather than transactions, drive business success. They reference Peter Drucker’s belief that a company is only about marketing and innovation, and that everything else is a cost. Jan emphasizes the importance of simplifying business processes and planning for the future.

[14:00] Jan advises that leaders should approach meetings with deliberate plans, rather than winging it, as effective negotiation and leadership require preparation and follow-up. He observes that many leaders fail to allocate time for planning and reflection, which compromises their effectiveness.

[15:51] Jim shares his critical take on the article’s structure, arguing that leadership qualities are universal across all levels of management. He believes there are five essential leadership traits that apply to all leaders – self-reliance, clarity, relationships, communication, intentionality, and self-reliance as the most important.

[20:05] Jim explains that communication is more about listening, being curious, and showing genuine interest in people, rather than focusing on just outward expression. He mentions how great politicians are remembered for making individuals feel like they were truly heard, which helps build strong relationships. Jan shares a lesson about knowing when not to say anything or intervene as a leader, recalling a client situation where skip-level meetings led to unintended consequences. She emphasizes the challenge of staying connected without overstepping.

[22:35] Jim reflects on how an executive’s presence can sometimes disrupt the environment, making it harder for employees to have open conversations. He highlights the importance of timing and mindful involvement in the workplace.

[23:46] Jan raises concerns about the burden placed on employees when others take time off or need accommodations, leading to extra workload and declining morale. She touches on the complexity leaders face in balancing fairness, compassion, and operational efficiency.

[25:37] Jim points out that what employees say they want, such as more vacation or benefits, may not be what they truly need. He suggests that sometimes, more guidance, challenges, and communication lead to better engagement and happiness.

[26:09] Jan references a quote from Dan Pink, explaining how employers often confuse “hygiene factors” like pay and policies with intrinsic motivators. She emphasizes that while pay and policies shouldn’t be problematic, what really drives engagement is helping employees feel appreciated and that they belong.

[27:36] Jan and Jim conclude by discussing the importance of trust in leadership. Jan notes that growth and development come from allowing mistakes, which need to be accepted as part of the process. A successful leader not only delivers results but also cultivates future leaders.

[ ] And remember,  the race is not always to the swift, but to those who keep on running. 

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The Leadership Podcast is sponsored by W.S. Darley & Company.  

Founded in 1908, Darley remains a family owned and operated business, providing the highest quality equipment solutions to our country’s warfighters and firefighters.  

Learn more at darley.com and darleydefense.com

Quotable Quotes

Resources Mentioned

• The Leadership Podcast | theleadershippodcast.com
• Sponsored by | www.darley.com
• Rafti Advisors. LLC | www.raftiadvisors.com
• Self-Reliant Leadership. LLC | selfreliantleadership.com