“I was just too embarrassed to admit that it was worrying me …”

This was a comment made by a senior leader during a recent coaching session. Technically he was highly competent, yet struggling with the people side of his role. Struggling so much in fact, that he had initiated coaching after finding himself lying awake each night worrying about difficult performance conversations that he needed to have.

Despite loving his role, he had started dreading going to work each day. As an experienced leader,  he felt that it was just expected that he would be comfortable holding “difficult” conversations and leading a team, so he was reluctant to raise the difficulties he was experiencing.

So how did he get to this point? Why was he in a role, with a team, if he was uncomfortable managing people?

It’s not uncommon for leaders to have years of “experience” managing teams despite it not being their strength. Many businesses still hire and promote on technical capabilities without addressing the different skills that are required to effectively lead people. Similarly, many business owners may start a business due to their technical expertise and then also find themselves navigating people management.

When it comes to senior leaders, it is often assumed that leadership skills will have been picked up “along the way” and people management can become a secondary consideration to technical expertise. Senior leaders are commonly viewed as more confident and experienced, however people leadership can be a challenge at any level. A heavy focus on technical skills can enable some leaders to continue to move up the ranks without ever addressing leadership gaps as their other skills have repeatedly been rewarded.

While the impacts of ineffective leadership on teams and their performance is widely considered, ineffective leadership can also create difficulties for individual leaders who find themselves having to navigate people scenarios that they find highly stressful.

Don’t equate level of seniority with level of expertise when it comes to people leadership.

People leadership is a skill and as with all skills, some people will do it well and others not so well. To make things even more interesting though, it is of course not singular – the combination of leadership skills and behaviours that will be effective can vary across individuals and teams. While some senior leaders may be hired for their technical expertise, the importance of also considering their individual leadership style and the impact this can have on the broader business should never be underestimated. Taking more of an interest really is the first step in being able to provide adequate support.

Adopt a learner-led development approach

By moving away from “one-size-fits-all” development options, workplaces can discuss and consider the different needs that individuals have, rather than offering leadership programs that make capability assumptions based on level. Consider what resources you can introduce to support leaders on the job and ask your leaders what they need in order to design relevant development options. Ensuring effective feedback channels are in place can assist to gather honest feedback for senior leaders who may otherwise receive watered-down feedback on this area.

Create a culture of support

I hear many leaders speak of feeling the need to deal with difficult people scenarios alone, as it’s just seen as part of their job. While navigating these is of course part of the job, we can (and should) support this to be navigated effectively by ensuring a variety of support options are made available. Make it the norm in your workplace to discuss leadership and the personal challenges it can bring, so that leaders feel comfortable to speak up when they need help. Encouraging peer support groups and internal mentoring are effective and simple ways to get started.

Effective leadership can influence organisational success, but just as we do with technical work, we need to support all leaders to deliver on this irrespective of level. By ensuring that our leaders have continued access to the individual support and resources they require, businesses can give the area of people management the ongoing and tailored attention that it deserves.

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