From simple performer, an individual takes on a leadership role. At the beginning the cap seems to fit. Employees seem motivated to work with him/her and vice versa.
But soon enough a spanner gets in the works and grows bigger by the day: conflicts in meetings on the rise, unresolved disagreements, roles that become unclear, a mismatch between the roles and the mission, etc. The methods and recipes he/she used until now do not seem to work any more.
Let us take the case of a leader who used to be rather distrustful in his/her relationships, which repeatedly served him/her well in his/her past professional life. Now his/her new team and his/her hierarchy don’t seem to appreciate this behaviour at all.
Why is this? Because his/her ability to solve problems and engage his/her team is stalling or even regressing after what he/she thought was a rather successful start. Behavioral change is imperative. It will be necessary to dare to be open and trusted.
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Let us now examine another leader who never talks about himself/herself or shares little information about how he/she functions as a professional. He/She likes to remain silent or even cut himself/herself off from the world, even though he/she is constantly solicited by his/her team in need of his/her advice, ideas or know-how to move forward. It is clear that things will have to change.
Or take this leader who constantly justifies himself/herself during interactions. He/She can’t help it. He/She knows that it is useless and plays greatly to his/her disadvantage because his/her interlocutors feel a form of insecurity, fear of trying new ideas or of showing autonomy. He/She knows full well that he/she appears to be less credible and less responsible than he really is.
Some leaders need to be in action all the time to feel effective Here again, taking a step back or at least slowing down the pace would be a behavior to adopt in order to make room in their agenda for more reflection and questioning.
It can also happen that a leader thinks his/her collaborators understand all of his/her expectations without any need for him/her to explain and clarify his/her demands.
This leads to off-topic work on the part of his/her team and a lot of time and energy wasted because of a lack of explanation, clarification and time spent with the team. A change in communication seems essential.
All these dysfunctional behaviors are likely to result in self-sabotage and underperformance rather than performance and in jeopardizing the development of one’s full potential as a leader.
Recognizing and detecting one’s own underperformance or self-sabotage behaviours is essential in order to initiate a change in one’s leadership practices with a view to lead, influence and develop a team. This requires introspection and transformation or getting rid of one’s blockages.
At Become a Leader, we know that underperformance is often due to behaviors and attitudes that must be stopped or transformed before reaching your full potential as a leader, regardless of the sector in which you work professionally.
Self-knowledge, also called intra-personal intelligence, is a sine qua non condition for leadership development.
The Become a Leader team has the tools to effect change thanks to its expertise in coaching, particularly in neuro-linguistic programming (NLP), somatic coaching, neuro-cognitive and behavioural approaches and systemic coaching. We help leaders develop their full leadership potential and go beyond their behavioral or self-blocking problems.
We address these issues through several types of service offering solutions.
We propose to solve these problems through:
