This is a question I ponder often and with great curiosity – how can I do it better? When I work with organisations the emerging leaders embrace leadership development with an intense desire to learn and develop and happily change the way they do things because they are prepared and open to exploring the impacts of such changes.
The existing leaders are the people who have signed off on the investment in leadership development and are incredibly happy for the emerging leaders to develop themselves. However in my experience the vast majority walk in to their development program reluctantly and sceptically – and they fight the process either aggressively and very openly or with passive aggression which equates to great secrecy. There are times I am not too sure which strategy I prefer – the personal pain of aggression is hard to take in the moment when it can sometimes feel like a personal attack and yet the blind-siding of passivity comes back to bite you later!
The big question is why does it happen in the first place and I have a few ideas and would welcome more insights for those brave enough to share:
* what I have done historically has created success so why let go?
* comfort of status quo as I know what to expect – there is predictability
* what more is in it for me if I do change…..I already get remunerated well
* can I trust you – will it really work?
* this is the way I am and you can’t teach an old dog new tricks
* I have well established ways of interacting with everyone – the “ruts” are well worn and it is just too easy to stay in my rut and adopt my facade.
Then I also recognise that the majority of existing leaders are male – and to draw attention to the obvious – I am not – so does this mean they are less likely to want to listen and take the ideas I bring on board? So many questions and not enough answers – would truly value your opinions!
