MODERN LEADERSHIP
not just behaviour.
The dirty dozen leadership
derailers
Leadership derailers are as
unique and prolific as people’s
personalities. In researching
Developing Direct Reports: Taking
the guesswork out of leading
leaders, my co-authors and I drew
on the latest in leadership theory
and our professional experiences
as executive coaches, to determine
12 globally recognised leadership
derailers.
1. Staller – analysis paralysis
Taking too long to take action:
perceived as blockers to progress;
missing deadlines or opportunities.
2. Controller – command and
control
Highly directive: stifling initiative
and innovation.
3. Cyclone – bull at a gate
In a hurry to achieve results:
leaving a wake of destruction and
disengagement.
Reluctant to consider new ideas or
input from others.
8. Guardian – inability to innovate
Prefers the status quo: reluctant to
change, low focus on innovation.
9. Micromanager – management on
a leash
Excessive supervision: perceived as
stifling and untrusting.
10. Poker face – showing no
emotion
Non-expressive communication
style: direct verbal communicator;
frustrated by inference and reading
between the lines.
11. People burner – poor people
skills
Prioritisation of task
accomplishment over people and
relationships.
12. Tactician – poor strategic
thinker
Reactive to daily pressures, buried
in the day-to-day; unable to hold the
broader, strategic view.
Poker face: A derailer in
action
Sam wanted to understand why
he was receiving feedback about
his poor communication and
relationship skills. He expressed
his concern following feedback
he received after an important
meeting: ‘Stephanie thought
I wasn’t listening and wasn’t
interested in what she was
saying. But I was listening and I
was interested. Knowing how the
meeting went was important to
me—there was a lot riding on it.’
During our coaching sessions, we
discovered Sam listened with his
ears not his eyes when Stephanie
offered feedback on the meeting.
His head was turned away from
her; he didn’t show any facial
expressions; he did not make
eye contact. He listened, but
Stephanie didn’t feel heard. Sam
exhibited classic behaviours of
the Poker-Face derailer. To others
he appeared cold, uncaring and a
poor communicator. This was not
4. Doer – can’t delegate
Hording work and responsibility to
the detriment of themselves and
their team.
5. Avoider – conflict averse
Reluctant to face tough
conversations and situations:
creating challenging team
dynamics.
6. Fence-sitter – indecisive leader
Unclear leadership and direction:
creating bottle necks in progress
and frustration for others.
7. Know-it-all – closed to other
ideas
February 2016
ModernBusiness
39