{"id":47784,"date":"2021-10-04T16:20:07","date_gmt":"2021-10-04T20:20:07","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=47784"},"modified":"2021-10-10T16:43:09","modified_gmt":"2021-10-10T20:43:09","slug":"improve-leadership-skills","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/improve-leadership-skills\/","title":{"rendered":"6 Ways to Improve Your Leadership Skills"},"content":{"rendered":"\n

Looking to improve your leadership skills? What steps can you take to become a better leader? <\/p>\n\n\n\n

Improving leadership skills can help you move up the corporate ladder, get a raise, gain the respect of your colleagues and employees, and more. In the process, you may even find that you’re not only improving as a leader, but as a person as well.<\/p>\n\n\n\n

Here are six ways to improve your leadership skills. <\/p>\n\n\n\n\n\n\n\n

1. Give Your Colleagues Advice on How to Handle You<\/strong><\/h2>\n\n\n\n

If you are in the process of improving your leadership skills, let your coworkers know about your journey. The process of ending your bad habits will likely take a while to complete\u2014months, or possibly even years. While you\u2019re still in the process of trying to change\u2014and are therefore still engaging in your bad habits, even if only occasionally\u2014you should help your colleagues<\/a> by directly and honestly telling them about the possible poor behavior they can expect from you, <\/strong>and apologizing for it in advance. <\/p>\n\n\n\n

For example, if you know you have a problem with anger, warn the people around you about your short temper. Reassure them that if you do snap at them, it\u2019s nothing personal, and preemptively apologize for doing so. Let them know that this is an issue you\u2019re working on, and that you understand that it\u2019s not acceptable behavior. <\/p>\n\n\n\n

Forewarning your colleagues about your bad behavior will benefit you because your honesty will earn you at least a degree of respect. Your colleagues will appreciate that it takes courage and humility to admit that you\u2019re behaving badly, and will think better of you for doing so. They won\u2019t be completely happy with you\u2014after all, you still haven\u2019t fully shaken off your bad habit\u2014but their opinion of you may improve a little. <\/p>\n\n\n\n

It\u2019s important to note that warning people about your bad behavior in this way shouldn\u2019t be used as a substitute for actually changing the behavior in question<\/strong>. You still need to work to overcome your bad habits. This is simply a technique you can use to try to mitigate the damage to your reputation while you still haven\u2019t quite gotten out of the habit of behaving badly. <\/p>\n\n\n\n

2. Don\u2019t Make Your Staff Too Dependent on You<\/strong><\/h2>\n\n\n\n

As a leader or manager, it\u2019s important that you give your subordinates the opportunity to seek your advice, get your opinion on major decisions, and ask for support when they need it. You can\u2019t simply leave your staff to their own devices and expect things to run smoothly. You need to provide your team with some direction, inspiration, and guidance.<\/p>\n\n\n\n

However, it\u2019s important not to go too far the other way, and make your staff <\/strong>too<\/em><\/strong> dependent on your input or reassurance<\/strong>. For instance, your subordinates shouldn\u2019t become totally incapable of making a decision or completing a task<\/a> without asking you for advice or encouragement. If you let your staff become dependent on you in this way, you\u2019re quickly going to find yourself overwhelmed by mountains of work. Not only are you going to have to complete your own tasks, you\u2019re also going to have to help your subordinates with all of their<\/em> tasks, too\u2014a time-consuming and draining process. <\/p>\n\n\n\n

How can you strike a balance between not giving your subordinates enough help, and making them too reliant on your help? One possible approach is that taken by one of Goldsmith\u2019s former clients, a magazine editor who wanted to leave work earlier each night to spend time with her family, but whose subordinates felt abandoned when she suddenly made this change. They\u2019d become too dependent on their editor, and felt that they needed her advice on almost every task they were assigned.  <\/p>\n\n\n\n

To encourage her staff to become more independent, the editor asked each member of her team to identify the tasks that, upon reflection, they could easily complete on their own, and which ones they absolutely needed her help with. In essence, the editor forced her staff to acknowledge that they didn\u2019t need her around all of the time<\/strong>, and were actually much more capable than they gave themselves credit for. Coming to this realization made the staff much less reliant on her input\u2014and enabled the editor herself to go home a little bit earlier each night. <\/p>\n\n\n\n

3. Stop Assuming That What Works for You Works for Your Staff<\/strong><\/h2>\n\n\n\n

According to Goldsmith, one of the most common mistakes made by managers is believing that what works for them, works for their staff<\/strong>. In other words, these leaders believe that because they <\/em>like to be managed in a certain way\u2014for example, with a hands-off approach that gives them lots of freedom to act as they wish\u2014their subordinates must also<\/em> like to be managed in that same way. They fail to consider that actually, everyone has different opinions on how they like to be managed, and that just because a certain approach works for one person doesn\u2019t mean it\u2019ll work for everyone.<\/p>\n\n\n\n

For example, imagine you\u2019re someone who likes to be managed in a somewhat aggressive way. You like it when your superiors criticize or make harsh remarks about you. Criticism gives you the motivation you need to work even harder, and anyway, most of the harsh comments sent your way are just banter\u2014you know your superiors don\u2019t mean what they say. <\/p>\n\n\n\n

Because you personally enjoy being managed in this aggressive way, you assume that this is the \u201cright\u201d way to manage everyone\u2014including your subordinates. Unfortunately, most of your subordinates find your aggression and constant criticism hurtful and demoralizing. They would prefer a kinder style of management, with more encouragement and fewer hurtful comments. Because you give them the exact opposite of what they want, they end up thinking that you\u2019re a bit of a jerk.<\/p>\n\n\n\n

To avoid a situation like this, constantly remind yourself that every person on your team is a unique individual<\/strong> with a different personality and a different preference on how they like to be managed. Remember that nobody you manage will be an exact clone of you, so you can\u2019t just treat them in the way you would like to be treated. Instead, it\u2019s important to get to know every member of your team, figure out what style of management they respond best to, and treat them accordingly. <\/p>\n\n\n\n

4. Follow Up to Make Sure People Absorb Your Ideas<\/strong><\/h2>\n\n\n\n

In Goldsmith\u2019s view, another common error by managers is assuming they only have to give their subordinates a message once<\/strong> for that message to sink in<\/strong>. These leaders engage in what Goldsmith calls \u201cchecking the box.\u201d They communicate the message they want to get across once, tick this task off their to-do list<\/a>, and never return to it again. They never check whether their message was either received or comprehended.<\/p>\n\n\n\n

In reality, it sometimes takes multiple attempts for a message to be paid attention to and absorbed. Goldsmith argues that to ensure their message sinks in, leaders must <\/strong>follow up with each of their subordinates and repeat their message until they\u2019re absolutely certain that it\u2019s been both heeded and fully understood. <\/p>\n\n\n\n

For example, a team leader may think that if he wants to communicate a new team mission, he can simply send one mass email to all of his team members and then tick this task off his to-do list. He assumes that all of his team members will immediately understand and adopt the team\u2019s new vision, and he\u2019ll never have to explain it again. <\/p>\n\n\n\n

However, what this leader fails to consider is that there\u2019s no guarantee that all of his team members will fully understand what the new team mission entails the first time they hear about it. They might need more clarity on what this new vision means for the team and the way that they work\u2014clarity that, if the leader simply moves on from his task of sending the email and never thinks about it again, they won\u2019t get. <\/p>\n\n\n\n

What the leader really needs to do in this situation is send his initial email communicating the new mission, then, a day later, send another message asking his team members whether they all read and understood this first email. This gives his subordinates the chance to request further explanation of the leader\u2019s message if they need it.<\/p>\n\n\n\n

5. Stop Making Assumptions About Your Employees<\/strong><\/h2>\n\n\n\n

This piece of advice applies particularly to managers who\u2019ve been in the workforce for some time now\u2014for instance, for multiple decades. Goldsmith argues that many leaders who\u2019ve been in business for a long time hold outdated assumptions about how their employees think, feel, and work\u2014assumptions that they need to abandon if they want to have any chance of retaining these employees. Specifically, Goldsmith believes that these managers hold the following four misguided assumptions:<\/p>\n\n\n\n

Assumption #1: \u201cAll my employees ever want is more money. If I pay them more, they\u2019ll stay at my company.\u201d <\/strong>This may have been true in the past, but these days, many employees take much more than just their salary into account when deciding whether or not to move on from an employer. They consider factors such as whether their work is challenging enough, whether they\u2019re learning anything new from what they\u2019re doing, and whether there\u2019s any chance of them progressing at their current company. If you want to keep your employees, you need to make sure that needs such as these are fulfilled\u2014that they gain satisfaction from their job, not just lots of money.<\/p>\n\n\n\n

Assumption #2: \u201cI could easily do all of my employees\u2019 jobs.\u201d <\/strong>This probably isn\u2019t true due to the fact that technology is constantly advancing and every new generation brings a new set of technical skills to the workplace. Unless you\u2019ve kept up with every technological advance in your field\u2014and undertaken training on each new technology\u2014there\u2019s a high chance that recently- qualified workers possess knowledge that you don\u2019t and use technical skills that you don\u2019t have. Your employees have learned techniques during their training that simply didn\u2019t exist when you were a student\u2014and you should respect them for that. <\/p>\n\n\n\n

Assumption #3: \u201cMy employees are selfish because they want satisfaction from their job. I don\u2019t pay them to be happy\u2014I pay them to work hard.\u201d <\/strong>In the past, employees were expected to sacrifice their own needs for the good of their employer. They were expected to do as they were told, regardless of whether they liked it or not, because the company\u2019s success was what mattered, not their personal enjoyment of their role. Many managers who\u2019ve been in their job for decades have internalized these now-outdated views, and try to cling to them. This creates a clash with newer generations of workers, who tend to put their happiness above the success of their employer. <\/p>\n\n\n\n

If you find yourself on the more traditionally-minded side of this clash, it may be time for you to come to terms with the fact that the working world has changed considerably since you first entered it. If you refuse to respect and accept the changing priorities of your employees, you\u2019re going to lose them to competitors who will. <\/p>\n\n\n\n

Assumption #4: \u201cAll of my employees are easily replaceable, so I can treat them however I want. It doesn\u2019t matter if they leave.\u201d <\/strong>This may be true of some of your employees\u2014for instance, those who have commonly-held skills, or whose work isn\u2019t exceptional. However, every company\u2014including yours\u2014has a handful of star employees whose talent simply cannot be matched. These individuals are so skillful (and, frequently, so charismatic) that no matter how hard you tried, you probably wouldn\u2019t be able to find a replacement who\u2019s at their level. While you should treat all of your workers well and with respect, it\u2019s especially important to keep your star employees happy. If you don\u2019t, they\u2019ll move elsewhere. Not only will you lose their incredible skills, but one of your competitors will gain them.<\/p>\n\n\n\n

6. It\u2019s Okay to Stop Helping Someone Who Doesn\u2019t Want to Change<\/strong><\/h2>\n\n\n\n

Goldsmith believes that some employees are, for want of a better word, unsalvageable. They simply don\u2019t have the skills or the attitude required to succeed at your company.<\/strong> Perhaps they\u2019re convinced that there\u2019s nothing wrong with the way they work, and you\u2019re simply being too harsh of a boss. Maybe they don\u2019t have the required knowledge to do their job properly and have no inclination to gain that knowledge. Whatever the case, they\u2019re clearly not a good fit for your organization.<\/p>\n\n\n\n

When you come across an employee like this, Goldsmith argues that you shouldn\u2019t keep trying to get them to change. It\u2019s okay to maybe give them two or three opportunities to improve, but if, after these chances, they still haven\u2019t made any attempt to change for the better, it\u2019s fine to just give up. Ultimately, employees like this have absolutely no inclination to modify their behavior. They\u2019re happy with the way they are, and nothing you say or do can change that. Your best option is to wish such employees well, but let them go. <\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

Looking to improve your leadership skills? What steps can you take to become a better leader? Improving leadership skills can help you move up the corporate ladder, get a raise, gain the respect of your colleagues and employees, and more. In the process, you may even find that you’re not only improving as a leader, but as a person as well. Here are six ways to improve your leadership skills.<\/p>\n","protected":false},"author":8,"featured_media":50820,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[45,29,34],"tags":[478],"class_list":["post-47784","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-career","category-communication","tag-what-got-you-here-wont-get-you-there","","tg-column-two"],"yoast_head":"\n6 Ways to Improve Your Leadership Skills - Shortform Books<\/title>\n<meta name=\"description\" content=\"Looking to improve your leadership skills? What steps can you take to be a better leader? 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