Over the last 40 years I’ve witnessed an overwhelming rate of changes...economic, social and environmental... within those elements that impinge on and challenge all management in all types of industries... paint, coatings, adhesives, sealants, inks and the rest of the so-called specialty chemicals businesses... included.

While these not-so-subtle changes were taking place, management was seeking improved knowledge on how best to deal with them. “How-Too” offerings were, and still are abundant. These offerings ranged from articles, books, seminars and even consulting inputs into the brains of managers who want to become better leaders.

I believe Robert H. Schaffer (Harvard Review) has a solid handle on reducing leader mistakes and greatly improving leader effectiveness. Schaffer calls out four leadership behavior traps that once recognized and dealt with, can assist managers to perform better as leaders. I wholeheartedly agree with three but must comment on one to some degree:

TRAP one: Failing to set proper expectations.

The art of good managerial leadership when setting proper expectations is to state a goal... in combination with concurrent subcomponent “how too” tactical steps of measurements and achieving that goal.

Schaffer stated that being clear regarding the “how” tactical plans to achieve the stated goal takes “considerable thought” and “is much more difficult than issuing  general statements like “We need to speed up payments, so get off your - - -“. Time it takes, so take the time.

TRAP two: Letting subordinates off-the-hook (Excusing them) in the pursuit of overall corporate goals.

Matrix organizations are especially vulnerable to this trap. Because a SBU (Strategic Business Unit) has its own set of goals and objectives, and persons managing and working within this SBU is rewarded (bonuses, etc.) accordingly, it is not uncommon for this unit to push back when the CEO wants to involve key persons from each SBU to assist in a broader corporate strategy. It simply takes value time away from his/her “mothership SBU” without reward.

TRAP three: Waiting while associates prepare, prepare, prepare.

When upper management challenge people to improve sales, accelerate turnaround, reduce costs, develop products faster, or make other needed improvements the usual response is... “yes, that makes sense, but first we have to...train our people; study the market; replace a key player who just retired; lunch the new system; set up focus groups, etc.

Most managers want to believe they are already doing the best they can with the available resources. To safeguard their egos, they conclude that they can’t achieve better results without adding something new.

TRAP four: Colluding with staff experts & consultants

Over the last 50 years, the work performed by internal staff experts and outside consultants has doubled and the reach of their action has greatly expanded.
Schaffer stated that “the vast majority of them (internal staff experts and outside consultants) still get senior management to go along with the same old flawed contract; They agree to deliver their “product” - - - and even to implement it - - - but they don’t assume responsibility for outcomes.”

PGP disagrees: The problem with an “outside consultant” taking responsibility for a client’s performance outcome is simply the fact that they are not given the authority to implement the strategy they develop and suggest the company should implement.  Without the explicate instructions to the clients affected persons that the “outside” consultant will have the authority over them, the consultant would never have a chance to reach the goals and objectives of its suggested plan.

Next month we will address the tactics necessary to overcome these TRAPS.