How to Break Bad Management Habits Before They Reach the Next Generation of Leaders: Elizabeth Lyle (Transcript)

Elizabeth Lyle

Elizabeth Lyle – TRANSCRIPT

I am guilty of stacking my dishes in the sink and leaving them there for hours. I fact-checked this with my boyfriend. He says it’s less like hours and more like days, but that’s not the point.

The point is sometimes I don’t finish the job until the stack has gotten high enough that it’s peaking over the lip of the sink and my inner clean freak loses it. This charming habit developed when I was in college.

And I had tons of excuses “I’m running to class!” “What’s one more dirty dish in the sink?” Or my favorite, “I think I can save time and water if I do them all together later.” But it’s not like I needed those excuses, because nobody was calling me on it.

I wish they had.

I look back now and realize that every time I didn’t put a dish in the dishwasher and finish what I started, it became more second nature to me, and I grew less likely to question why I was doing it.

Today, I’m a 30-something, certified dirty-dish leaver, and breaking this habit is hard. So when I’m not at home avoiding the sink, I work with large, complex organizations on leadership transformation in times of change.

My job is to work with the most senior leaders to examine how they lead today and establish habits better suited for the future.

But what interests me more than senior leaders these days is what’s going on with the junior ones. We call them “middle managers,” but it’s a term I wish we could change because what they are is our pipeline of future talent for the C-suite, and they are starting to leave their dishes in the sink.

While organizations are hiring people like me to redevelop their senior leaders for the future, outdated leadership habits are forming right before our eyes among the middle managers who will one day take their place.

ALSO READ:   Why the Secret to Success is Setting the Right Goals: John Doerr (Transcript)

We need middle managers and senior leaders to work together, because this is a big problem. Organizations are evolving rapidly, and they’re counting on their future leaders to lead with more speed, flexibility, trust and cooperation than they do today.

I believe there is a window of time in the formative middle-manager years when we can lay the groundwork for that kind of leadership, but we’re missing it. Why? Because our future leaders are learning from senior role models who just aren’t ready to role model yet, much less change the systems that made them so successful.

We need middle managers and senior leaders to work together to define a new way of leading and develop each other to rise to the occasion. One of my favorite senior clients — we’ll call her Jane — is a poster child for what’s old-fashioned in leadership today. She rose to her C-level position based on exceptional individual performance.

Come hell or high water, Jane got the job done, and today, she leads like it. She is tough to please, she doesn’t have a lot of time for things that’s aren’t mission-critical, and she really doesn’t trust anyone’s judgment more than her own.

Needless to say, Jane’s in behavior boot camp. Those deeply ingrained habits are deeply inconsistent with where her organization is heading. The command-and-control behavior that she was once rewarded for just isn’t going to work in a faster-moving, flatter, more digitally interconnected organization.

Pages: First |1 | ... | | Last | View Full Transcript

Scroll to Top