When you entered your first leadership role, you will probably be bombarded with thousands of advises from your new colleagues and seniors (in terms of seniority and working period). When you become a leader, you can even have your own ideas on how to lead based on your boss’s observation or listen to others.

Although some of the advice you receive may be solid, you should not necessarily believe everything you hear about leading a team (although they come from the people who work there for quite a period of time). Business leaders discussed some common myths about the management of employees they considered false.

Myth 1: Leaders should know everything and have all the answers
This persistent myth often plagues and intimidates rising leaders. They mistakenly believe that because they are managing a team, everyone will be relying on them for the answers to any problems that arise. Leaders do not need to have all the answers – and, in fact, they should not.

We have always been concerned about leaders who make many statements, but ask few questions from their team. A leader must allow the experience of other team members to come up with questions, challenges and solutions. If you lead a silo, the organization will be doomed to failure.

A related problem at the opposite end of the spectrum is a leader who believes he or she has the right answers simply by being the leader. Leaders for the first time need to be humble and conquer their own pride when it comes to making decisions.

Myth 2: A Leader should be a male
Much research has been done on leadership and gender, and whether a male or female leader will do a better job. While it is true that men and women can take slightly different approaches and value different traits as leaders, there is absolutely no evidence to show that one gender is more effective at leading than at another.

People are inspired and grow with leaders regardless of their gender, the most important thing is to stimulate their enthusiasm and desire to grow, and be a part of the project. Men and women are very capable of providing clear communication of goals and challenges.

The key is to define how the project should be developed and how each person can grow with him/her on a professional and personal level, being clear and detailed where, where and when we expect things to define all the roles of team players.

Myth 3: To lead a global team is impossible to do
In an increasingly global business environment, more and more companies are working with international staff and business partners. It may seem that differences in languages, cultures and time zones can be insurmountable obstacles to building a cohesive and unified team, while the situation presents challenges, it is far from impossible to motivate, inspire and lead a global company.

Apart from finding a common language for the group, the most important thing you can do is build a strong culture and a training program that crosses borders. From the front line to the CEO, we all go through the same learning and development program, establish the identity, who we are, what we stand for, what we expect. Whether we are in North Pole or the United States, we are learning from the same playbook.

It is crucial to be “in the field” listening to your employees. While it may not be possible to physically visit each of the geographically dispersed team members on a regular basis, you should continually touch the base with them to make sure your culture is taking hold

Myth 4: Leaders need to “get their hands dirty”
It is important for leaders to understand the daily tasks and projects they are assigning to their team. There is a clear difference between leading and doing – and if you are spending all your time immersing yourself in the tasks of your team, you could undermine your own success as a leader.

Young leaders believe their willingness to “get their hands dirty” is key to gaining the respect of those they lead. But unless you’re the best person on your team at all, your work [your job] means that your team is less productive than it could be. This will ultimately fuel the frustration and resentment in your team by giving up your responsibility to ‘do’ while avoiding your responsibility to ‘lead’. ”

This mentality is often derived from the previous experience of a new manager. People are commonly promoted to leadership positions because they are effective in doing certain tasks, and this, in turn, makes them think that they need to do those things even better as a leader. As a result, they continue to focus on “doing” and undermining their ability to achieve success as a leader, doing it is tactical; Leadership is strategic and you need both to build successful teams and organizations.

Myth 5: To hire a self-starters and let go the reins
On the other side of the previous myth, leaders cannot be completely hands free, either. It’s good to have independent, motivated employees who do not need a steady address, but you do not want to be a trustee

You still have to lead your team in the trenches, remember that you are part of a team. You all share a common goal and you have to work together to achieve it.

To emphasize the importance of finding a balance between micromanage and hands-free leadership, people often leave a job because they do not like management, not the company: If you have a high turnover, you are likely to problem.

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