When a leader is labeled as “too aggressive,” “too controlling,” or “not strategic enough,” the assumption is usually that their behavior needs to change. But a narrow focus on the behavior—without examining the context around it—may mean that you end up trying to fix the wrong problem. Here’s what to do before deciding what needs to change.
Focus on specific examples. Vague feedback like “too aggressive” or “not strategic enough” creates more confusion than clarity. Push for concrete details. Ask: “What decision was being made? What happened next? Where did execution break down?” Added context may reveal systemic issues beyond the leader’s control.
Check whether the feedback is current. Narratives about a person tend to stick long after their behavior changes. Ground evaluations in recent, firsthand experiences. Ask colleagues: “Have you personally observed this in the past six months?” This helps separate real patterns from outdated reputations.
Distinguish between a skill gap and strength overuse. Sometimes the issue isn’t a missing capability; it’s a strength being applied too rigidly. You might need to help the leader dial their intensity up or down, depending on the situation.
Reset with the leader. Before implementing any solution, clarify the leader’s perspective on the issue. Then agree on a path forward together. |
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by Khadijah Sharif-Drinkard |
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