Most senior leaders believe they’re effective collaborators, emphasizing listening and empowerment. Yet, data reveals a different story.
Research involving 10,000 professionals and 400 senior leaders shows a disconnect. The higher the leadership position, the more likely they are to underestimate two detrimental behaviors: dominating conversations and micromanaging.
The Root of the Problem
These behaviors often appear together, frustrating team members and hindering open dialogue and trust. Organizational psychologists attribute this to role entrenchment. Early in their careers, leaders are rewarded for expertise and quality work. As they rise, the constraints that once prevented dominating conversations and micromanaging fall away.
The underlying motivations remain sound, but the behaviors undermine the collaborative demands of modern work.
Addressing the Blind Spots
To tackle these blind spots, leaders can employ several strategies. One effective approach is to solicit formal feedback targeting these specific behaviors. This can be done through 360-degree feedback instruments or custom questionnaires.
Leaders should ask peers, colleagues, and direct reports for candid, anonymous feedback on their collaboration style. Questions should focus on concrete behaviors, such as balancing involvement and openness to challenges.
Real-time feedback from peers can be particularly valuable, providing actionable details and opportunities for improvement between formal review cycles.
For instance, a leader might receive feedback like, “you jumped in before anyone else could talk in today’s client call”—an example of how specific feedback allows for immediate adjustments.
Leaders should also widely communicate their intent to improve collaboration. By admitting room for improvement, they create a psychologically safe environment where candor is welcomed.
Consider the case of Jim, a CEO who sought feedback from a diverse range of stakeholders, including the board and direct reports. The results were eye-opening, revealing concerns about his airtime in meetings and desire for control.
One rater bluntly advised, “Know when to get out of the kitchen and let others cook.”
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Leaders should avoid defensiveness by supplementing feedback with objective data, such as analyzing meeting transcripts or reviewing calendars. This evidence, based on observable behavior, is often easier to accept.
Keeping the goal of improved performance in mind helps reduce defensiveness, shifting the focus from threat to purpose.
Jim, open to change, was able to learn a different approach.
Making specific behavioral substitutions is key to lasting progress. Abstract commitments like “be a better listener” often fail under pressure. Instead, leaders should adopt concrete alternatives.
For dominating meetings, strategies include asking questions instead of providing answers and pausing before speaking.
To address micromanagement, leaders can review plans upfront, schedule touchpoints, and clarify their purpose when reaching out to teams.
Accountability is vital. Leaders should identify trusted colleagues to provide feedback and signal when old behaviors resurface. Regular check-ins ensure progress.
Leadership blind spots stem not from bad intent but from success in roles rewarding expertise and quality control. Addressing these blind spots is vital for creating the collaborative environment senior leaders depend on.
The most effective leaders are those who question their own blind spots and create space for their teams to excel.
Real-time feedback from peers offers leaders specific, actionable insights for immediate improvement. Instead of vague comments like “you dominate conversations,” peers might say, “you jumped in before anyone else could talk in today’s client call”—an example of how precision allows leaders to make targeted adjustments between formal reviews.
