Research shows that a surprising 30-50% of executive leaders will suffer from derailment at some point in their career. What is even more surprising is the fact that these are the same leaders who once got promoted because of their high potential.
So what are the factors contributing to executive derailment and what should organizations and HR professionals look out for?
Early Strengths that Later Become Weaknesses - An ambitious and driven individual, for example, is an asset until the same individual starts over-using these traits and becomes overambitious, abrasive, and unable to appreciate and treat others well. Certainly, not the type of leader anyone would want to work with.
Inability to Develop and Manage Others - Poor people management skills are a career killer at the executive level. For example, being unable to resolve conflict, deal with difficult situations/employees, motivate and empower others, or delegate effectively. These are all skills that become increasingly vital as leaders assume more responsibility.
Inability to Transition from Tactical to Strategic Roles - Many new managers rely too much on their technical or functional know-how, and fail to recognize that what got them here won’t get them there. The higher up you go, the more strategic the job is; being able to think strategically and understand the overall implications of business decisions is critical in order to progress through the executive ranks.
Underdeveloped Follow-through Skills - Senior managers will often deal with complex projects and initiatives, and the ability to follow-through, pay attention to details and meet deadlines will play a major role in their overall success. These traits will influence how others see them: either as reliable and able to get the work done on time, or as unreliable, messy, and not to be trusted.
Poor Influencing Skills - At the senior management level, the art of influencing must be truly mastered. It is impossible for others to follow a leader unless their vision inspires and motivates others to sprint into action.
Low Adaptability and Flexibility - Senior leaders are expected to be able to deal effectively with change, and adapt to new business priorities and changing markets. Resourcefulness and perseverance are certainly desirable traits when dealing with volatile markets and global competition.
Some studies have suggested that the most evident type of executive derailer is the individual high in independence and low in relationship needs. This type of leader would be seen by others as smart, technically strong but with poor team-building skills. This is one type of leader who should be observed and mentored closely to ensure that their skills improve so that they are able to meet and exceed the demands of leadership.
