It can be difficult to address another leader’s behavior. You’ve likely developed a relationship with this person, know and respect them well. In an attempt to avoid confrontation, senior executives may resort to the following mechanisms that may actually worsen the situation:
- Work-Arounds: Avoid confrontation by finding ways to work around the executive, “Who else can help me get things done?” “How can I just work around this leader?”
- Silence is Acceptance: When the senior leader is unwilling to address the conflict or negative behavior, it continues. The lack of confrontation is acceptance that the behavior is okay – causing a ripple of great dysfunction within the organization.
- Defending the Executive: There are many reasons the senior leader wants to defend the executive. Even though the senior leader knows the behavior isn’t aligned to the new direction, the person could have historical value to the organization and community. They don’t want to rock the boat. Senior leaders spend more time with their executive team, resulting in deeper relationships that create a sense of attachment and fear of hurting those they work with.
Building and sustaining a high performing organization begins with the senior leader motivating and engaging executives who are displaying negative behaviors. In a strong, yet kind, way the executive’s behavior should be addressed right away before they can successfully sabotage the team or organization.