It's Tough At The Top

The person at the top is the weathervane for the entire organisation whether they like it or not. Their communication style, mood, state of health and the pressures that they feel affects everyone else. Those pressures might be a result of political or economic uncertainty impacting trading conditions, the ever-increasing speed of change or the threat of new competitors. But because the buck stops with them, they are unrelenting and mean that they are under constant scrutiny. So what are some of the most common types of pressure faced and what impact can they have on the rest of the business?

Firstly, even those who are comfortable and confident in their role can feel the pressure to ‘behave like a boss’ rather than just be who they really are – warts and all. When we hear about ‘authenticity’ in business, this is what it is really about. Any leader who is not their true self at work just won’t be trusted by people in the business in the same way that some who is authentic can command true respect. As such, they won’t be able to lead effectively or indeed drive the business forward in the same way that an authentic leader can.

Perhaps surprisingly, one of the most common issues leaders face is the pressure that they put themselves under. This can sometimes manifest itself as ‘imposter syndrome’, where a leader feels they’re unprepared for the role and so are afraid of being ‘found out’. Sometimes this results in them trying to over-achieve - and demanding that others do, too - in an effort to compensate for their feelings of inadequacy. But it can also lead to indecision and a lack of direction that is likely to lead to frustration among the senior team and a sense that there’s a ‘leadership vacuum’ at the top.

Another way that leaders put pressure on themselves is to feel that they ought to have all the answers. Rather than admit that they’re unsure or need help to make the right decision, they’ll try to ‘wing it’. And that can lead to disaster, because if they refuse to admit their own fallibility, senior colleagues will be afraid to make suggestions or give constructive feedback. Soon, the boss will only be told what people think he or she wants to hear – with repercussions that can be seen in the trail of corporate scandals over the past decade.

In a few weeks’ time we will look at what a leader can do to help themselves.