Different management skills are required to succeed in different situations. The dilemma that creates for many successful entrepreneurs and managers is that the very qualities that made them successful eventually thwart further growth. Do you recognize someone who has reached their ceiling because they continue to rely on styles that have now become ineffective?

To read the rest of this article from the Washington Business Journal, see: Why entrepreneurial founders can founder later as company leaders http://washington.bizjournals.com/washington/stories/2004/02/02/smallb2.html

Here are five examples of behaviors that help entrepreneurs succeed at first but thwart next steps of growth – See the original article for details.

They won’t take “no” for an answer. They insist that everything get done their way.
They have to be the center of all activity.
They insist on making all the rules ... as they go along. Even when they’re wrong, they still won’t listen to advice.
They act like fighter pilots - crisis management.
Insisting on doing it their way drives away many competent, creative and responsible employees.

Like them or not, those methods are usually necessary for success when the entrepreneurs are founding their companies. As long as founders have the energy to do everything and make the right decisions, their companies can stay small and afloat. But they can’t rely on the same qualities to make the jump to the next level of organization or profit.

This illustrates a truism often ignored by management gurus. No particular style guarantees success. What’s effective in one situation is often problematic in another and vice versa.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation. To get the help you need, call Ben at 1-877-828-5543.

I’m often asked to help leaders motivate employees because productivity, quality, attitudes and morale are low. Leaders typically assume that unhappy employees are the problem, and making them happier – with team-building, money, perks or more involvement in decision-making - is the solution. That might seem like good sense but the answer doesn’t lie in accommodation, appeasement or consensus involving the most demanding employees.

To read the rest of this article from the East Bay Business Times, see: You can't make all employees happy -- and shouldn't try http://eastbay.bizjournals.com/eastbay/stories/2004/08/16/smallb6.html

The key isn’t being nicer; the key is leaders leading and followers following.

It’s true that many employees and managers will be more productive when they are treated the way they want. But it’s equally true that many will enjoy their jobs only if they don’t have to be productive or evaluated honestly. These people want to control every decision, put their feelings before work, be catered to and applauded for throwing temper tantrums.

Some examples of different leaders who got into trouble trying to be too nice. For details, see the original article.

The staff in one division of a company was unable to form three-person customer service teams because only 15 of 17 people wanted them.
At another company, workers were allowed to interrupt senior leader meetings, rudely challenge any decision and make personal attacks on leaders.
In an under-performing unit of a third company, a new supervisor evaluating a resistant and mediocre employee saw a five-year history of excellent reviews.

Lack of appropriate leadership at these companies created power vacuums that attracted negative, critical, unhappy and abusive people who wanted control. Well-meaning leaders had perpetuated the lie that the best way to encourage employee productivity and professional growth was to placate them through sympathy, begging, bribery and allowing them to act out. These cultures were self-described as “employee centered, caring, consensus and win-win.”

A key initial step in solving the problems was seeing them as cultures of entitlement, appeasement and rule by petulant, demanding “children.”

The workplace is not a therapeutic environment. Companies do not exist to make us comfortable and happy, or give unconditional approval. If your feelings are hurt by honest, professional evaluations, prepare for disappointment. If they’re hurt by differences in responsibility and authority between leaders and followers, become a leader.

We don’t get to vote on everything. We can’t force everyone to treat us the way we want. We get rewarded for productivity and success. We often have to suck it up and be productive when we’d rather not.

Ultimately, companies are in business to make a profit. Well-meaning leaders who work too hard at being nice, caring people can find themselves carrying 100 percent of the burden to please the most hostile, demanding employees who aren’t contributing to the success of the organization.

Consensus leadership and flat hierarchies are fads that are finally beginning to pass. They are simply not efficient or effective enough to succeed.

Leaders lead by determining direction, establishing goals and expectations, and judging employees by performance. Leaders don’t have to be bullies or ogres. Of course, listening to employees can be a great asset. But, in the end, leaders are responsible for leading the way so employees can follow.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation. To get the help you need, call Ben at 1-877-828-5543.