Garner commitment from doubtful achievers
Doubtful achievers are leaders who doubt that human leadership is important to achieving their business objectives. These leaders feel their job to help the business grow and to avoid emotions in the workplace. So how can we get leaders to commit to a new style of leadership?
Most HR executives are trying to convince leaders that they need to operate in a more human way by building a compelling, data-driven HR business case. But doubtful achievers weigh that against their own experiences — and often entrenched beliefs. Instead, HR must leverage trusted sources — peers and employees themselves — to inspire doubtful achievers to change.
Cultivate courage for fearful believers
Fearful believers are leaders who fear the vulnerability and risk associated with human leadership. They feel things getting more personal, and are worried about unknowingly crossing a line. So how can we give leaders the courage to navigate difficult situations?
Most HR executives are investing heavily in coaching and training to eliminate fear entirely. However — particularly in today’s environment — we’ve realized that fear is inevitable.
Instead, help leaders understand that fear can actually be healthy, if it is managed. The best organizations are building programs aimed at exhibiting positive behaviors despite fear, not eliminating it.
Instill confidence in uncertain strivers
Uncertain strivers are leaders who feel uncertain about how to effectively deliver human leadership. They question how to give their team the experience they want, especially when employees have differing expectations, wants and needs. So how can we equip leaders to confidently act?
Most HR executives are creating prescriptive guidance to help these leaders navigate employee interactions. However, given today’s increasingly variable employee needs and preferences, there are so many ways leaders can respond to a situation that they can end up overwhelmed. Instead, support leaders’ judgment by reducing the scope and ambiguity in these situations and help them act
Ultimately, to create more, we need to address the human emotions of our leaders — and when we do, we can almost double the number of human leaders in our organizations.