Share to linkedinWe all know that soft skills are a core ingredient for success, professionally and personally. Being empathetic, humble, flexible, collaborative, self-aware, flexible, emotionally aware and agile has a powerful impact on one’s ability to lead, influence, and motivate.
Yet, for those of us that are humble, it can often be incredibly uncomfortable to engage in these behaviors. In fact, it’s easy to go far to the other extreme. When a leader is continuously humble, avoiding making decisions, ascribing no importance to his/her own thought it can destroy morale and ultimately turn people off.
But the dark side of flexibility is when it’s not coupled with earned trust and accountability. We are in a time professionally where flexibility is expected, and that’s great. However, flexibility is something that should be earned through trust. To earn flexibility, there should be a track record of ownership and accountability.
This is an area of development for a lot of great leaders and often goes hand in hand with being too humble and too flexible. If you are empathetic to a fault, however, you might feel so bad for someone that you can’t bring yourself to give them critical feedback or take necessary action. In that scenario, the employee never grows and the company stagnates to some extent.
It requires taking another’s’ perspective into account, hearing where they are coming from but then leading. Sometimes leading means making the tough calls; making tough calls does not equal apathy, but rather being true to the needs of the individual with whom you are working, as well as the needs of the team and organization.
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