This article originally appeared on HR.com.
Let’s take a look at some of the main leadership personas that I’ve witnessed while coaching and what works best for each of them. See if one or more of these sound familiar:
These leaders need to involve their team to help push toward larger goals. By delegating the current tasks to their team members, they can then focus on finding new ways to drive the business forward. They can work ON the business rather than IN it. In-the-weeds leaders may even need an outside party to hold them accountable for setting and reaching these new goals, which can help to ensure they are always moving forward.
These leaders should identify the key performance indicators (KPIs) that are actually predictive of the team’s ability to achieve the goals they have set. This is a behavioral shift for many corporate cultures. However, tracking the right KPIs is very effective in showing the team what’s possible and getting them to engage. It’ll ultimately help them thrive rather than merely survive.
These leaders could consider seeking guidance from a third party, whether that’s a friend or colleague. Their frustration is keeping them from seeing where the true challenges lie, so an outside perspective can help to identify those problem areas. They also need to take the time to hear out their team members and get first-hand accounts on what’s not working. Both perspectives can help turn frustration into focus.
Instead of fearing impending doom, it would be better if these leaders focus their energies on putting control systems in place to meet and beat challenges when they come along.
These leaders should make sure that they are sticking to the systems they have in place, but also that they are open to new opportunities and able to evaluate them in a timely manner. It’s important to constantly re-evaluate and adapt as the company grows and changes shape.
To get comfortable with a certain level of uncertainty, they should work with their teams to identify why the company exists, what motivates team members and why their work is important. That will not only help the leader and the team establish a better dynamic, but also it’ll help them come to a mutual understanding of where the company is now and where it’s going in the future.
To break old habits, these leaders must open themselves up to new ideas from their teams. They need to make transparency a priority — better outlining company goals and how the team can work together to achieve them. If they put people first, they can achieve alignment, improved company culture and a better outlook for the future.
When evaluating your leadership style, be honest with yourself. If you can truly pinpoint where you are in the leadership spectrum, you’ll be able to better account for your challenges and capitalize on your assets. And that’s how you become more self-aware, and in turn, a much stronger leader.