Reversing Leadership Regression

Whether the result of a global financial crisis, an acquisition, or a significant shift in business strategy, companies facing abrupt and widespread change frequently experience a heightened state of leadership stress that induces suboptimal executive performance. Typically, this behavior manifests itself in the tendency to retreat to comfort zones and do more of what we think we do best, and did in the past, to manage through difficult phases. However, what makes leaders and leadership teams successful under normal circumstances is not necessarily what results in success during traumatic times.

When kept in balance, stylistic strengths can be key assets during stages of change; people can become more productive and can contribute unique value to the organization. The problem is that periods of extreme stress often cause people to inadvertently swing the pendulum too far back to what they know. They become trapped in their former management style and the added stress they are experiencing lulls them into losing the ability to evaluate and monitor their behavior. This loss of perspective in even a few key executives has a cascading effect, generating disruption throughout an organization. Chief executives who become skilled in identifying these patterns early, and developing effective strategies to counter them, will be better able to get their leaders back on track.

This issue of Executive Insight looks at how stylistic strengths can become weaknesses during times of crisis within an organization. It also provides practical suggestions on how to evaluate individual styles, recognize their limitations, and reach out to individuals and teammates to formulate new behaviors that are more productive to the current situation.

The Negation of Style Strengths
Following are illustrations of four common executive styles. While not exhaustive, the list is meant to be a device to facilitate thinking about individual leadership profiles and how they operate when things are going well versus during stressful times. The examples are categorized by an executive's orientation or main focus and comfort zone at work.

"Finisher": Results-orientation
Optimal Conditions:
These individuals are primarily motivated to get to the solution fast. Finishers are known for their tenacity and their comfort taking risks. They thrive on healthy challenges and prefer to be in charge to execute a plan. As results-oriented persons, they are fast-paced and are known for a "get it done at all costs" attitude.

Under Stress:
When times get tough, Finishers still want things accomplished and want them done now. When under stress, delegating becomes even more difficult for them because they do not think anyone else can execute well or fast enough. Executives in this category get impatient when the tasks are not completed, and in their eagerness, bulldoze right over others, typically under-communicating as they do so. In their extreme, Finishers can become very intense in order to get their way; their hyper-focus on getting results creates an unwillingness to see another perspective and leads them into "win-lose" battles. Peers may see them as domineering, aggressive, and tactical to a fault.

"Peacemaker": Collaboration-orientation
Optimal Conditions:
Leaders with this orientation are known as team players and nurturers who focus on how things get done. Peacemakers are at their best when giving support to others and finding common ground. Associates see them as warm, inclusive people who are very loyal and believe harmonious relationships are the key to success. They are trusting of others, concerned with fairness, and very aware of people's feelings. Peacemakers avoid conflict as much as possible and prefer to smooth things over rather than to address issues head on.

Under Stress:
When tension rises, Peacemakers are excessively worried about what everyone thinks. They overemphasize harmony. They fear that honest dialogue will spin out of control and lead to conflict. This leads them to give in too quickly. These executives placate others and may become martyrs, taking on a heavy workload in order to be seen as not making waves. Peacemakers will do whatever is needed, especially if it means less conflict. They are also "rescuers" — saving people and groups even when those involved do not want help. Others may start to avoid them and they become isolated as a result of their own kindness.

"Visionary": Creation-orientation
Optimal Conditions:
Visionaries are farsighted, innovative and intuitive. These leaders are divergent thinkers, seeking new connections and easily bringing ideas together to arrive at a future big picture. These are change-oriented people who are driven by what "can be" — they sense what needs to be done and explore options energetically. By freely sharing their feelings and promoting their ideas for the future, they often project a sense of optimism and possibility on the team.

Under Stress:
These individuals typically think that their vision will be enough to carry through. Their normally lax attention to detail becomes a weakness as follow-through on "mundane" matters wanes. They feel no need to bother with the "small stuff" since they are too busy trying to kick the ball from mid field, score a goal and save the day. Also, Visionaries may appear impractical and disorganized, thereby undercutting their credibility. When the perfection of their vision is challenged, they can become overly emotional and reactive, lashing out at others or withdrawing altogether.